Organizational coherence
Five pieces need to point in the same direction: strategy, structure, processes, rewards and people. This screen measures each one by real evidence and shows where they disagree.
What you find on this screen
A portrait of the screen, read from the screen itself — it changes when the screen changes.
Available actions
Recalculate
Form fields
Desenho existenteMédia das cinco pontas do modelo estrela pontuadas pela evidência real existente no sistema.
Coerência entre as pontasGrau de alinhamento entre estratégia, estrutura, processos, recompensas e pessoas.
Desalinhamentos apontadosQuantidade de cruzamentos entre pontas que o sistema classificou como incoerentes.
Por onde a estrela rasgaNome da ponta com menor pontuação, ou seja o elo mais fraco do desenho organizacional.
Pontos da pontaPontuação de 0 a 100 de cada uma das cinco pontas conforme as evidências já registradas no sistema.
Indicadores de inovaçãoQuantos indicadores do plano vigente estão classificados como inovação.
Start here
What it is for
To show, with data, the misalignments the meeting doesn't verbalize. The classic example: the strategy calls for innovation and profit sharing rewards only volume — when it comes time to choose, people follow the incentive, not the slide.
Rules
Como as pontas são pontuadas
Each point looks for evidence in the system itself: current plan, objectives with an owner, declared roles, macroprocesses with an owner, published SOP, PLR basket, job bands, pulse survey applied. Nothing is self-declared — the score goes up when the record exists, not when someone thinks it is good.
Os checks só aparecem quando há base
A crossover is only asserted when there is data on both sides. If the screen is silent about some pair, it is because we prefer silence to inventing an alert — a false alert burns the credibility of the true ones.
Where to start
The weakest point shows where the star tears. But if there is a misalignment in red, it comes first: a weak point costs opportunity, a contradictory incentive costs behavior — and wrong behavior, once installed, is much more expensive to undo.
Frequently asked questions
A inferência de "estratégia pede inovação"
The screen looks for language of growth and novelty in the text of the plan and in the objectives, as well as indicators marked as innovation. It is a declared heuristic: if it does not describe your intention, ignore that crossover — the screen warns that it inferred from the text.
Was this article helpful?
In the same module: Strategist's analyses9
Porter's 5 ForcesAssesses the competitive pressure surrounding your business, force by force, and summarizes it in the sector'…SWOT AnalysisMaps what is under your control (strengths/weaknesses) and what comes from outside (opportunities/threats) an…Scenarios and trendsThe external factors that can affect the business — politics, economy, society, technology, environment and l…Value CurveShows where you deliver more or less value than competitors and what to do with each attribute.External factor (scenarios)A factor from outside the company with probability and intensity; the score tells the urgency and the sign te…BCG MatrixShows the role of each product in the portfolio and what to do with it (invest, milk, decide, or cut).Ansoff MatrixShows where revenue comes from (current base vs. new products/markets) and which growth path carries the righ…PositioningDefines who you are for, what category you're in, and why you're different — the foundation of copy and brand.
Tenka Academy
Explore the AcademyStep-by-step learning paths for your industry, inside the platform.