The Orgametrics® Process

The Orgametrics Process is what we use to support our clients’ efforts to gain greater alignment to mission, vision and strategic plan. Focused on the evolution from employee engagement, alignment allows organizations to do more with less and tie increases in alignment with better performance.

We start with our proprietary Orgametrics Assessment, finding where and how misalignment exists in an organization. Next, we communicate findings and our insights to leadership as they deem appropriate. From there, the process becomes more flexible based on how ready our clients are to embark on an alignment journey. Services provided could include:

  • Development of Journey Maps to provide a path forward
  • Seminar and workshop delivery to help leaders better understand alignment concepts
  • Cohort and individual coaching of leaders to help them implement their journey map, practice and ingrain alignment concepts into a current initiative or their daily processes
  • Analytics services to demonstrate correlations between changes in alignment and changes in performance to key metrics that matter
  • Comparison of alignment and performance to like organizations and functions including implementation of best practices

Whether you are ready just to see where you are at with alignment to mission and vision, are ready to take the steps to take your organization to another level on your own or wish to have a guide work with you on our journey, Orgametrics stands ready to support you.

What do our Clients Say About Alignment and the Orgametrics® Process

Greater alignment to mission, vision or strategic plan affords you as a leader to focus on different things. You focus more time on how to move your organization forward rather than fighting fires. In this video, a few of our clients talk about what alignment means to them and how the Orgametrics® Process has helped them and their organizations perform better.

The Orgametrics® Process Flows Through 3 Main Steps

The Orgametrics Process has three main workflow steps. These steps start with an Assessment, but then are modified to meet the realities and needs of our clients. However, the end goal of helping clients better understand alignment concepts, ingrain them in their work, build on successes and measure the impact of the changes is always at the center of our actions.

Strength and Opportunity areas for your organization

Orgametrics measures 9 key components of alignment and effectiveness. While each is distinct, they intertwine within one another. What you do in one area will impact many, or all of the others.


Never to be confused with management, leadership is not defined by title, tenure or training. There are many managers. There are few leaders. Leadership is the essence of getting people to accomplish more than they would on their own. Effective leadership is when organizational leaders ask more questions than they answer. This fosters critical thinking and leads to greater levels of empowerment and with it greater accountability. Orgametrics® Assessment are paramount to this discussion, which leads into the next steps of our process.

Mission and Vision

The mission and vision are the purpose of an organization. The mission defines what you are here to do as an organization. The vision describes what the world will look like when your organization is successful in carrying out the mission. A mission-driven organization is in-tune with and acting in alignment with their plan. When truly aligned, everything you do as an organization is connected to the mission and vision.


Communication is the blood supply to any organization. It must be bi-directional with the purpose sharing the vision, breaking down its components at all levels and evaluating performance throughout. High performing teams accomplish this by teaching employees how, what, when and where to communicate.


Teamwork unlocks organizational synergy. For the team, this is the essence of working toward a common goal. For leaders, it is providing feedback and support along the way while holding all stakeholders to high standards. In high performing teams, teamwork can be found at the intersection of empowerment and accountability. Everyone knows what they need to do for the organization to be successful. They are responsible and take action. Each member of the team is confident that others are doing the same. In fact, with more team synergy, not only does each member work hard, but they are able to collaborate and provided helpful support to each other along the way. That is true teamwork.


Creativity is the lightning rod of innovation. For an organization to be successful, an incubator for ideas must be developed. A mechanism to capture these ideas, give them the appropriate resources, while providing executive sponsorship, are paramount to creating an innovative culture. High performing teams are able to foster creative thinking and can quickly take ideas from concept to production, practice or procedure.

Best Practices

Best practices speak to organizational humility. Benchmarking the accomplishments/practices of other organizations saves time and advances initiatives. High performing teams are in constant search of a better way to do things. They are not satisfied with “That is the way we’ve always done it.” They thrive on improvement. In order to improve, organizations need ideas and some of the best ideas come from other organizations and even industries.


Accountability is ensuring you, and those around you, perform, act and behave in accordance with the mission and vision of the organization. It is the removal of all excuses, which are replaced with improvement plans derived from the bottom up. Employees must be accountable and leaders must empower them to be accountable. High performing teams are accountable to the overall organization and their individual contributions. They take responsibility for their actions, their roles and in the best cases, they even go further and take responsibility above and beyond what’s on their desk.


Empowerment is where the energy comes from in any organization. Empowered employees feel a sense of ownership, thus eradicating a culture of victims. Victimhood occurs when team members feel that the organization’s goals and requirements are simply handed down to them. They don’t own any decisions or take responsibility for their actions because they were simply “part of those decisions that someone else made.” High performing teams have leaders that understand the value of empowerment and benefit from faster/better decision making. When employees are empowered, they not only take ownership and act as leaders themselves, they help create a culture of accountability and an energized workforce organization-wide.


Development is a dedication to improvement, an ongoing practice building foundations that allow employees to have remarkable impact. Development is a dedication to improvement. It is the sharpening of the saw. Professional development is requested by employees in return for loyalty and commitment. This implicit agreement is seldom discussed and often neglected by leadership. But when team members are getting better, so is the team. And when people feel that the organization is investing in them, not only are they getting better, but they are more engaged and more likely to be fully invested in the mission-creating part of a solid foundation for company alignment.  High performing teams establish mutually (between employees and managers) agreed upon individual development plan (IDPS) that are consistently reviewed and action is taken accordingly.

How do our Clients Talk about Alignment and the Orgametrics® Process?

Why is Alignment Important in Education?

Dr. Joe Gothard, Superintendent of ISD 191, shares his experience using Orgametrics®, why it was important for his district (and all school districts) to measure their Alignment in order to understand what resources they would need to apply and where they needed to be applied.

Can Orgametrics® Accelerate Strategic Plan Execution?

Rich Wagner shares his experience on how Orgametrics® made a difference. Their process helped the organization assess and improve upon their Alignment, enabling them to improve on areas of weakness while continuing to make gains in areas of strength.

Why use Orgametrics® to measure alignment?

Pete Smith, Former CEO of Towers Watson and advisory board member, explains:

  • The importance of measuring Alignment using Orgametrics®
  • The need for measuring alignment in the Human Resources
  • The difference between Alignment and Engagement

Case Study

A large medical device company has sustained growth for more than 50 years as the market leader. The margins on the products have been so robust that the company puts more money into R & D than the sum total of its competitors. The result of this significant investment has afforded the company technological superiority.



Over the past 10+ years, competition has become formidable and the company’s legacy sales force has not evolved to meet the challenge. The strategy to maintain higher pricing while gaining market share was conflicting and the organizational structure was not keeping pace with customer expectations. Leadership has been promoted based on past performance, yet the marketplace is changing faster than the leaders can evolve. The field sales force is challenged by the complexity of customer needs, a conflicting corporate message.



Before an organization gets engaged it must first get aligned. In order to get aligned, one VP/leader elected to get a baseline read on alignment. Specifically, the leader wanted to know the degree to which the employees had bought-in to the Mission, Vision and Strategic Plan. Orgametrics® provided a view into this organization that was never before seen.

As challenges were identified, the leader pulled in the leadership team to identify solutions. The solutions were stack ranked based on perceived return and resource requirements to implement. These leaders not only identified a common goal, but created a master list of action items to address the organizational misalignment(s). The exercise drove teamwork and the outcome (master list) drove organizational effectiveness.



This medical device company was able to realize 13 percent year-over-year growth in a flat market within eight months of introducing Orgametrics®. Employee turnover decreased more than 30 percent with restored trust and confidence in leadership. Sales forecast accuracy improved 20 percent which lead to significant supply chain cost savings.

Who we serve

We work with:  Corporations    Education     Government     Healthcare    Law Enforcement    Banks    Non-Profits


Corporate leaders want their organization to deliver high productivity and profits. Orgametrics® is a process used to identify areas of the company that need improvement to gain greater alignment and get the most out of employees, delivering greater organizational effectiveness.

Warren Planitzer, Vice President of Human Resources at Apogee Enterprises, explains what Orgametrics® is and how his organization benefited from using it.

“It is a unique tool that has a great way of extracting the information that you may not have been able to reach before…it’s very analytical in that regard and has a way of making the issues more bite-sized and less onerous to attack.”


With Orgametrics®, school districts can identify key areas of organizational effectiveness that can be incorporated into the overall strategic plan to remove distractions and empower teachers and faculty to be able to focus on maximizing the potential of each student.

Dr. Joe Gothhard, Superintendent of ISD 191, shares his experience using Orgametrics®, why it was important for his district (and all school districts) to measure their alignment in order to understand what resources they would need to apply and where they needed to be applied.

“I knew as a new leader in the organization that I had to find a way to bring those answers together and make sure that they existed in a common space, otherwise I felt as though decisions and resources and everything that I was trying to do to help our organization succeed would be fragmented.”

Law Enforcement

Sheriffs and Police Chiefs want to ensure public and officer safety as well as achieve superior agency performance. Through Orgametrics®, they create alignment and shared vision of best practices that result in greater officer satisfaction and community support.

A suburban county sheriff in a large metro area shares his experience using Orgametrics® and how it impacted how he runs his office. It has enabled them to have greater joint accountability and teamwork and has taken their performance to another level.

“We didn’t realize how caught up in tactical communications we were and how it caused our Office to lose connection with our real purpose. Orgametrics® helped me identify where we could improve and coached me in ways I could effectively have me and my leaders better connect our people to our lofty mission. This process has taken us to a new level.”