C.A.M. Corperate Anatomy Model Analysis

Corporate Anatomy Model:

                      Identity of a Public Company

By M. Jackson, SPHR

Identity:

Every public company, like every human being, has an identity. The thing that defines what we do, how we do it, and our objectives behind doing so. A living structure operating in society can be directly compared to a company’s existence in a Business Eco system. Your business eco system is a connection of individual business entities operating within an invisible cohesive structure.

This model explores how every corporation’s identity is created. How the anatomy of a company’s existence parallels that of our own, and understanding this will help you understand the impact of your company’s identity.

Company Anatomy Model (C.A.M,) Workshop: The Identity of a Public Company

By M. Jackson, SPHR
Audience: Leaders, HR professionals, operations managers

Learning Objectives

By the end of this session, participants will be able to:

1. Describe their impact in the companies Identity using the C.A.M.

2. Identify how they can maximize opportunities for growth.

3. Identify their contributions to sustaining operational and cultural health.

4. Evaluate potential risk, assessing “vital signs” using this Corporate Anatomy Model.

Concept Overview

Breaking down the connection between each identity level and their specific importance in the overall health and identity of a company.

1. Operational Level– Field & Service Workforce

2. Structural Level – Supervisors and Middle Management

3. V.O. Level (Vital Organs – Vital Operations) – HR / People Operations

4. Conscience Level – Executive Leadership / C-Suite / Directional Leaders.

 1. Operational Level: Field Service & Production Teams

• Analogy: Clothes, accessories, outward appearance identity.

• Visibility:(High) Visible to the public, The level most public, customer-facing.

• Function: Deliver products, services, and positive customer experience.

• Responsible for: Ensuring product and services are delivered to customer satisfaction.

• Risks if unhealthy: Customer dissatisfaction, brand erosion, increased TTP (Time to Production)

• Workshop prompt:

1.     How does this level of the company anatomy model influence the success of the overall company?

2.     What are specific things that drive positive employee satisfaction at this level?

3.     What are the risks of dysfunction in the Operational Level?

 2. Structural Level: Management Layer

• Analogy: Body/Physical structure- Protective and visible structure beneath the surface

• Visibility: (Some) Visible to the public when necessary. Frontline management.

• Function: Implements development plans, manages accessory employee relations, translates performance planning into material KPI metrics.

• Responsible for: Workforce planning, learning & development implementation, escalations.

• Risks if unhealthy: Manager burnout, miscommunication, policy breakdown, increased attrition, reduced retention, and production dysfunction.

• Workshop Prompt:

1.     What is your management style and how do you implement it productively?

2.     How does your management style align with company values and policies?

3.     How do you identify opportunities for growth?

3. The V.O. Level (Vital Operations): HR Operations / People Management

• Analogy: Vital organs- Heart, lungs, and internal systems

• Visibility: Minimal exposure public, only when required.

• Function: Maintain internal/external growth, long-term health, and data flow application.

• Responsible for: KPI tracking, risk analytics, workforce planning, compliance management, development communication and planning,

• Risks if unhealthy: Increased attrition , compliance failure, risk exposure, low company engagement, legal exposure, regulatory mismanagement, lack of internal planning.

• Prompt

1.     How do you manage risk associated with development planning implementation?

2.     What do you look for when assessing possible production risk associated with employee disengagement?

3.     How do you communicate difficult constructive criticism to supervisors and field managers?

 4. The Conscience Level: Corporate Leadership / C-Suite

• Analogy: Mind and spirit of the organization

• Function: Sets purpose, direction and overall tone of  the cooperate leadership level, Responsible for the decisions that set the tone, vision, and moral compass.

• Visibility: Ranges from minimal to medium exposure.

• Responsible for: Regulatory compliance (SOX, ERISA, FMLA), governance, ethical tone and direction of the identity of the company.

• Risks if unhealthy: Loss of direction, cultural disconnection, reputational risk

• Prompt:

1.     Does your identity of yourself, align with the identity and vision of the company?

2.     What approach do you take when making decisions that directly affect levels 1-3, and how do you manage an evolving work force?

Closing question:

If your company were a person, how would you describe your company identity ?