Interaction Research Institute, Inc.
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Interaction Research Institute, Inc. |
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C O N S U L T I N G S E R V I C E S |
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Organizations seeking specialized support can choose from IRI's targeted Consulting Services. IRI's Consultation Services begin with our Organizational Review. This service is provided to determine organizational goals, policies and priorities; collect data on critical processes; and establish requirements for continuous management and organizational improvement. The information is used to customize consulting activities to the needs of the client organization, and to offer guidance and recommendations for specific improvement projects and toward development of an overall improvement plan. |
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| Organizational Assessment |
IRI's Organizational Assessment service is designed to go beyond
the standard checklist scoring procedure to provide a systematic analysis
of the underlying causes of performance deficiencies and make recommendations
to achieve long term improvement.
The Baldrige Award criteria is one component of a comprehensive assessment.
Baldrige criteria provides the framework for the system element of Deming's
System of Profound Knowledge. Analytical techniques are then used
to determine the sources of variation within the system. The inductive-deductive
procedure of the scientific method is used to exploit subject matter knowledge
to develop changes that predict improvement. Finally, IRI survey methods
are used to understand the psychology of the organization in order to create
an environment conducive to change. |
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| Strategic Planning |
Strategic Planning begins by determining the aim of the organization:
the reason for its existence. The aim is articulated through a clear statement
of the mission. The mission is operationally defined in terms of long range
objectives. Finally, a strategy to accomplish these objectives is developed.
Organizational Objectives are translated into measures that reflect both customer satisfaction and organizational success. Macro level objectives are, in turn, linked to supporting operational objectives, all of which are aligned with the stated mission.
IRI's Strategic Planning process focuses on what is to be accomplished in
terms of targeted objectives, and prescribes the resources required to meet
objectives in the most efficient manner. Performance feedback monitors
the extent to which objectives are met, and allows for modification of the
plan as needed. |
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| Performance Measures |
Performance Measures provide a concrete focus of what an organization
is attempting to accomplish and a baseline for assessing improvement efforts.
This serves as decision support mechanisms by quantifying the effects of
changes introduced into the process. IRI's approach uses organization and
process modeling techniques to derive performance measures that link operational
objectives to the aim of the organization. Precise and comprehensive
Operational Definitions ensure the validity, reliability, and utility
of each measure. Realistic action-oriented goals are established to monitor
actual performance against plan. |
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| Reengineering | Improvement is an outcome of change, but not all change produces beneficial
results. If the prevailing system is improperly engineered, what guarantees
that the new system will be better?
Creating beneficial change is the result of a sound methodology that serves
as a guidepost toward effective decision-making. IRI's approach toward
Reengineering is based on knowledge of the strengths and limitations
of the current system to make changes that result in improvement. |
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| Benchmarking | IRI's Benchmarking method goes beyond mere emulation of competitor
design, activity, or procedure. Copying, according to Deming, "…invites
disaster." Every organization is unique. When comparative organizations are
doing well, it is much more fruitful to consider their method of success
- the groundwork that drives successful activities.
When performance data are being compared to select benchmarking partners,
IRI assures that the data is collected and aggregated in the same manner
for all the benchmarking candidates. The data is then used to select the
organizations that represent the highest achievement for the appropriate
criterion. The underlying concept of operations is analyzed to determine
critical success factors. This knowledge is translated into interventions
that create beneficial change. |
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