This framework is developed by a team of former McKinsey and Big 4 consultants. The presentation follows the headline-body-bumper slide format used by global consulting firms.
Explore the Competing Values Framework, crafted by ex-McKinsey and Big 4 consultants, to enhance organizational effectiveness and leadership strategies. Competing Values Framework is a 21-slide PPT PowerPoint presentation slide deck (PPT) available for immediate download upon purchase.
The Competing Values Framework, developed by Robert Quinn and Jon Rohrbaugh, is a theory that was developed initially from research done on the major indicators of effective organizational performance.
Based on statistical analyses of a comprehensive list of effectiveness indicators, Quinn and Rohrbaugh discovered 2 major dimensions underlying conceptions of effectiveness, focused on:
1. Organizational focus
2. Organizational preference for structure
Together, the 2 dimensions form 4 quadrants, with each quadrant unique and defining sets of values and implications.
This model has been found useful for organizing and understanding a variety of organizational and individual topics, e.g. leadership competencies, organizational culture, organizational design.
This framework can also be used as a model for leadership management.
The Competing Values Framework is not just a theoretical model; it's a practical tool for dissecting and enhancing organizational effectiveness. The framework divides organizational effectiveness into four quadrants: Human Relations, Open Systems, Internal Process, and Rational Goal models. Each quadrant emphasizes different values and assumptions, providing a comprehensive view of organizational dynamics. This segmentation allows leaders to identify and leverage specific competencies and behaviors that align with their strategic objectives.
The Human Relations Model, for instance, focuses on internal flexibility and emphasizes cohesion, morale, and human resource development. Techniques like teamwork, collaboration, and talent management are highlighted as critical components. On the other hand, the Open Systems Model stresses external flexibility, prioritizing innovation, vision, and agility. Leaders in this quadrant are often seen as visionaries and entrepreneurs, driving constant change and transformation.
The Internal Process Model and Rational Goal Model emphasize control, both internally and externally. The Internal Process Model focuses on efficiency, stability, and control through structured processes and quality enhancement. The Rational Goal Model, however, targets goal achievement and profitability, with leaders acting as hard-driving competitors. This dual focus on flexibility and control across internal and external dimensions makes the Competing Values Framework a versatile tool for leadership development and organizational analysis.
The Open Systems Model, located in the top-right quadrant of a broader framework, emphasizes flexibility and external focus, prioritizing adaptability and responsiveness to dynamic markets. Key components include the "Adhocracy" culture type, which fosters innovation and creativity, and a "Create" orientation that proactively generates new ideas. Leadership types associated with this model are Innovator, Entrepreneur, and Visionary, underscoring the importance of change-driven leadership. Value drivers such as Innovative Outputs, Transformation, and Agility are essential for maintaining a competitive edge. The theory of effectiveness highlights that innovativeness, vision, and the ability to embrace change are fundamental to organizational success.
This PPT slide illustrates the Competing Values Framework, focusing on eight leadership roles categorized within a two-by-two matrix of internal versus external orientations and flexible versus controlled approaches. The quadrants are labeled: Human Relations Model, Internal Process Model, Rational Goal Model, and Open System Model. The Human Relations Model includes the Mentor and Facilitator roles, emphasizing interpersonal relationships. The Rational Goal Model features the Director and Producer roles, concentrating on results and efficiency. The Innovator and Broker roles in the top right quadrant highlight adaptability, while the Monitor and Coordinator roles in the bottom left reflect a structured, process-oriented approach. This framework aids organizations in identifying and developing leadership competencies aligned with strategic objectives.
The Human Relations Model, located in the top-left quadrant of a broader framework, emphasizes flexibility and an internal focus, prioritizing cohesion, morale, and human resource development as indicators of effectiveness. The Culture Type "CLAN" reflects family-like relationships, valuing loyalty and belonging among employees. The Orientation "COLLABORATE" underscores the importance of teamwork for achieving organizational goals. Key Leader Types include Facilitator, Mentor, and Teambuilder, highlighting the role of leaders in nurturing relationships and empowering team members. Value Drivers are Commitment, Communication, and Development, advocating for strong relationships and open communication to foster continuous improvement. The Theory of Effectiveness posits that human development and high commitment lead to enhanced organizational performance, promoting a people-centric approach for success through collaboration.
The Rational Goal Model, located in the bottom-left quadrant of a larger framework, emphasizes control and external focus in organizational strategy. Key components include planning, goal setting, productivity, and efficiency, which enhance competitiveness and quick response times. The model categorizes the culture type as "Market," indicating a focus on market share and profitability, with an orientation labeled "Compete" that drives organizations to outperform rivals. The "Leader Type" descriptors—Hard-driver, Competitor, and Producer—suggest assertive, results-oriented leadership pushing teams to achieve aggressive targets. Primary "Value Drivers" are market share, goal achievement, and profitability. The "Theory of Effectiveness" posits that aggressive competition and customer focus lead to organizational effectiveness, aligning strategies with these principles to drive performance.
Source: Best Practices in Leadership, Organizational Design, Robert Quinn, Competing Values Framework, Jon Rohrbaugh PowerPoint Slides: Competing Values Framework PowerPoint (PPT) Presentation Slide Deck, PPT Lab
This framework is developed by a team of former McKinsey and Big 4 consultants. The presentation follows the headline-body-bumper slide format used by global consulting firms.
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