ABSTRACT
Successful organizations are need-satisfying places. A satisfied and loyal customer base ensures a stream of “top line” revenue. Employees, insofar as they are essential to converting inputs to outputs, should also be satisfied and loyal. The Cube One framework collects data on the frequency of the enactment of three sets of practices: enterprise-, customer-, and employee-directed. None of the nine other approaches to organizational diagnosis include customer-related practices. The distribution of a Cube One-based survey is essentially an intervention, albeit a modest one. However, it should only be undertaken after considerable thought and planning and with “buy-in.” Initial comparisons must be viewed as tentative assessments. To make valid inferences about the functioning of the entire enterprise, divisions, and departments, data should be analyzed to assess interrater agreement. Wide disparities among employee perceptions would raise the question as to whether there are adequate levels of agreement within divisions as well as within departments.
