Together, this creates the clarity to see where you stand, the confidence to decide what matters next, and the peace of mind that your organization is moving in the right direction.
Clarity. Confidence. Peace of Mind.
ICR 4 Score in the ICR Growth Compass
Why Every Organization Should Use ICR as a Critical Success Factor
Organizational Quality
Reflects the quality of the organization as an integrated system
Sustainable Success
Indicates the likelihood of sustainable success
Improvement
Provides a reference point for continuous improvement
On Track with the ICR Growth Compass
From Organizational Foundation to ICR
ICR connects the essential layers of the organization into one integrated foundation and translates the team's assessment of that foundation into one organizational score.
Why Every Organization Should Use ICR as a Critical Success Factor
ICR 4
ICR 4 = Weak Organizational Quality
Predictive value
With an ICR 4, the likelihood of sustainable growth and success is very low.
Contribution of performance to realizing ambition
Overall performance is expected to contribute only marginally to translating ambition into results. Significant improvements are required to effectively realize ambition. There is substantial improvement potential within the organization.
Overall vulnerability of the organization
An ICR 4 indicates an organization that is insufficiently structured, resulting in a high level of vulnerability. A significant amount of value is likely lost within its sphere of influence, and the likelihood of unexpected setbacks is high.
Application of ICR growth principles
The organization is likely to demonstrate:
Risk
The risk that the process from ambition to results will not be successful is only partially mitigated.
The Predictive Value of the Five ICR Scores
ICR 1
Exceptional
Organizational
quality
Exceptional
Organizational
quality
With an ICR 1, the likelihood of sustainable growth and success is very high.
ICR 2
Strong
Organizational
quality
Strong
Organizational
quality
With an ICR 2, the likelihood of sustainable growth and success is high.
ICR 3
Adequate
Organizational
quality
Adequate
Organizational
quality
With an ICR 3, the likelihood of sustainable growth and success is low.
ICR 4
Weak
Organizational
quality
Weak
Organizational
quality
With an ICR 4, the likelihood of sustainable growth and success is very low.
ICR 5
Critical
Organizational
quality
Critical
Organizational
quality
With an ICR 5, the likelihood of sustainable growth and success is extremely low.
Why ICR exists.
Predictability is designed.
Why ICR exists.
Predictability is designed.
Sustainable performance should not depend primarily on individual leaders, fragmented initiatives or organizational memory. ICR provides the organizational architecture to connect ambition, business model, strategy and execution as one integrated system.
This creates the context in which:- - ambition is translated into action
- - alignment becomes embedded in the organization
- - ownership becomes visible
- - continuous improvement becomes part of how the organization operates
- - calm increasingly replaces unnecessary organizational pressure