Using the CDOCi Tool (along with 7S Model)

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Welcome to the forums of 12manage. In this discussion we exchange ideas about Using the CDOCi Tool (along with 7S Model).

Join 12manage

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Welcome to the forums of 12manage. In this discussion we exchange ideas about Using the CDOCi Tool (along with 7S Model).

Jaap de Jonge
Editor, Netherlands

More on the Use of CDOCi
Let me try explain a little bit more for those who are looking for more information about CDOCi:
The CDOCi framework (Current situation, Desired situation, Obstacles, Costs of inaction) is a very generic tool for decision-making, problem-solving, and strategic planning. It can helps leaders and teams assess where they are, where they want to go, the barriers they face, and the risks of not taking action. Here's a further breakdown of how each element works:

C - CURRENT SITUATION
The first step involves understanding and analyzing the current state of the organization or project. This step is about identifying the issues or challenges that need to be addressed. A detailed, data-driven assessment of the present situation is essential to avoid assumptions.
For example, a retail chain could be facing declining foot traffic in its stores, and online sales are not growing as expected. The current situation could also involve other factors like poor customer engagement or outdated product offerings.

D - DESIRED SITUATION
Once the current situation is understood, the next step is to define the desired outcome or goals. This could involve specific, measurable objectives that the organization wants to achieve in the future. The desired situation provides the direction for action and serves as a benchmark for success.
For example, the desired situation might be to increase foot traffic by 15% in the next six months or boost online sales by 25% through improved digital marketing and e-commerce features.

O - OBSTACLES
The obstacles are the internal and external challenges that prevent the organization from moving from its current situation to its desired situation. These could include resource limitations, organizational silos, market competition, or skill gaps.
For example, obstacles for the retail chain might include outdated inventory management systems, a lack of skilled digital marketing staff, or competition from e-commerce giants.

Ci - COSTS OF INACTION
This critical element assesses the risks and consequences of doing nothing. It highlights the cost—whether financial, reputational, or competitive—of failing to act. Recognizing the costs of inaction can create urgency and drive decision-makers to take action.
For example, if the retail chain does nothing to adapt to the growing e-commerce trend, it could continue losing market share, resulting in lower sales, layoffs, and a damaged brand reputation over time.

The CDOCi framework is a valuable tool for systematically understanding and addressing challenges. By clearly defining the current and desired situation, identifying obstacles, and assessing the costs of inaction, organizations can make more informed decisions and take proactive steps toward achieving their goals.

Jaap de Jonge
Editor, Netherlands

Combining CDOCi with the 7S Model
The CDOCi framework (Current Situation, Desired Situation, Obstacles, Costs of Inaction) and the 7S Model (Strategy, Structure, Systems, Shared Values, Skills, Style, Staff) can be combined to create a comprehensive approach to organizational change and problem-solving. While CDOCi provides a structured method for analyzing challenges and decision-making, the 7S model ensures that all critical internal organizational elements are considered for alignment and execution. Here's how they can be integrated:

1. Analyzing the CURRENT SITUATION with the 7S Model
Organizations can use the 7S framework to diagnose problems across key internal factors:

Strategy: Is the current strategy effective in achieving business goals?
Structure: Is the organization structured efficiently to support growth?
Systems: Are business processes and technologies optimized?
Shared Values: Does the company culture align with strategic objectives?
Skills: Do employees have the necessary skills to execute the strategy?
Style: Is leadership fostering innovation and adaptability?
Staff: Are the right people in the right roles?

2. Defining the DESIRED SITUATION Using the 7S Model
Once the problem is diagnosed, organizations can define the Desired Situation in alignment with the 7S elements.
For example, if the goal is digital transformation, the organization may need to improve Systems (technology infrastructure), upgrade Skills (digital literacy), and adjust Strategy (adopting a customer-centric approach).

3. Identifying OBSTACLES Across the 7S Elements
To move from the current to the desired situation, organizations can identify OBSTACLES that exist using the 7S framework.
For example, ` rigid Structure (hierarchical decision-making) may slow down innovation, or a lack of Skills in data analytics may prevent digital transformation.

4. Evaluating the COSTS OF INACTION in Terms of the 7S Model
CDOCi's Costs of Inaction step can be analyzed through the 7S lens by considering the impact of inaction on:

Strategy: Loss of competitive advantage.
Structure: Inefficiencies and internal resistance to change.
Systems: Outdated processes leading to poor customer experience.
Shared Values: Cultural stagnation or disengagement.
Skills: Lack of innovation and employee development.
Style: Poor leadership leading to low morale.
Staff: High turnover due to dissatisfaction.