"Empowering individuals and organizations to
achieve personal and professional goals."

Organizational Effectiveness Group, LLC


Consulting Services

Executive Coaching

Group Facilitation

HRO on the Go

Organizational Audits


Sexual Harassment
& Anti-Bullying

EEO Investigations
& Expert Testimony


"Work is Love
Made Visible"


Organizational Audits


"Diana Peterson-More is a consummate professional.
Her experience enabled her to zoom in on our
organizational needs and develop practical solutions that worked for us."

Cristina Alvarado, Executive Director,
Child Care Information
Service (CCIS)


World-class organizations are vertically aligned from top to bottom. Starting with a vision, mission and values, the vertically aligned organization develops a strategic plan with goals, timetables, mileposts and a continuous quality improvement feedback loop to support the vision, mission and values.

Critical to the success of the vertically aligned organization is the hiring, managing and motivating of a work force that is charged with reaching the goals that support the strategic plan, which in turn supports the organizational vision, mission and values.

The key to achieving this world-class organization is to ensure at each step in the process that the goals, people and outcomes are aligned with the vision, mission and values.

An audit is designed to determine whether an organization is in vertical alignment, to recommend adjustments to organizational actions to achieve or sustain alignment, and to develop programs, policies and practices to ensure people are motivated to stay on track.

Assessment, Documentation, Goal Setting and Execution
Audit results advocate actions for an organization to take to move it from where it is today to where it ought to be to achieve or sustain vertical alignment. This process involves an assessment, documentation of the findings, goal setting, execution, and development of a continuous quality improvement loop. Specific steps include the following:

Assessment - After reviewing organizational information such as annual reports, strategic plans, annual goals, personnel policies and procedures, and interviewing the audit sponsors, OEG develops an audit or survey instrument to be completed by stakeholders. Selected, voluntary and confidential interviews are included to further develop audit response themes.

Documentation/Recommendations - After tallying audit/survey results including interview notes, OEG drafts a report that includes recommendations, timetables, accountable parties and resources needed to achieve or sustain organizational alignment. OEG develops a series of alternative recommendations, recognizing that each organization is unique--thus working to achieve the desired vertical alignment at the most optimal time for the organization. OEG provides written documentation of the results and also makes presentations to appropriate stakeholders, such as board members and employees, as requested.

Goal Setting - Once audit sponsors determine which recommendations to pursue, OEG works to assist the organization in developing appropriate goals and timetables, designating who ought to be responsible to achieve the goals, and determining what resources are needed.

Examples of achieving or sustaining the world-class vertical alignment model
For example, recommendations to achieve or sustain the world-class vertical alignment model have included, any or all of the following:

  1. Retreat or other facilitated session to determine the applicability of the organization's vision, mission and values and to adjust them, as appropriate.

  2. Retreat or other facilitated session or small group work to determine what few over-arching goals ought to be pursued, who within the group should be the accountable party(ies) for achieving these goals and what resources are needed to support the organizational vision, mission and values.

  3. Retreat or other facilitated session or small group work to develop action plans, task assignments, timetables, and to designate responsible parties within a group or department to achieve the goals outlined.

  4. Development of hiring, training, cross-training, succession planning or other training and development plans to ensure the people in place or those to be hired have the skills and competencies to achieve the organizational goals determined to achieve alignment.

  5. Development of pay and performance management systems to motivate employees to achieve desired results.

  6.  Development of a continuous quality improvement feedback loop to ensure vertical alignment is achieved and sustained. 

Execution: Achieving Desired Goals - The organization selects a project sponsor to finalize the vertical alignment plan, which includes specific goals, timetables and responsible/accountable parties. The project sponsor is charged with keeping all action on track, for motivating responsible parties for achieving results, for providing resources to complete actions and for rewarding actions and workplace behaviors that achieve results.

Continuous Quality Improvement Feedback Loop - The World-Class vertically aligned organization is continuously improving its processes and procedures to maintain and sustain alignment in an ever-changing environment. A feedback loop, which could include periodic stakeholder assessments, annual or biannual retreats or other feedback vehicles must be embedded into the process to ensure the organization achieves and sustains vertical alignment.

Services Provided and Products Used
OEG's services and products are tailor-made to meet the unique needs of the organization. The initial audit or survey instrument is custom-designed to elicit feedback on the specific services, products and needs of the organization to be assessed. Organizational recommendations flow from the audit/survey results and, thus, are dependent upon the audit findings. Alternative recommendations are developed since OEG recognizes that organizations follow timetables that best suit their needs.  Recommendations fall into six main categories, as follows:

  1. applicability of vision, mission and values;

  2. alignment of organizational goals with the vision, mission and values;

  3. alignment of department and individual action plans with organizational goals;

  4. assurance that employee skills and competencies exist to achieve goals;

  5. development of systems to reinforce and reward employee behavior; and

  6. development of a continuous quality improvement feedback loop.

OEG provides or recommends the professionals to assist the organization in achieving or sustaining World-class vertical alignment. These professionals are experienced in traditional organizational systems and also have developed leading-edge systems. For example, the compensation expert has developed traditional market-based pay and performance management systems, as well as systems and programs ranging from skills- and competency-based pay to incentive compensation plans to stock option plans.


"Diana Peterson-More creates a safe and welcoming atmosphere along with solid direction that has enabled us to achieve results in challenging and defensive environments.  She is insightful and helps others to get there as well."

Maxene Johnston, President
Johnston and Company


"Diana Peterson-More conducted an audit of staff skills and competencies for Women at Work, then presented realistic approaches so we could make needed changes with new systems for accountability.  After analyzing our budget and programs, she identified savings we could gain by outsourcing a function and sub-letting space.  Diana's work relative to our resources and mission has been critical to the transition we had to make after the retirement of our 26-year founding Director."

Sandy Greenstein, Former
President of the Board,
Women at Work



115 W. California Blvd., Box 410
Pasadena, CA 91105
Phone: (626) 441-9518
Fax: (626) 441-9519

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