Our Approach To Working With You Is Built on Four Foundations...

What we actually do will be tailored to your situation and agreed at the outset, but for the best results:
  1. We take a holistic view of your organisation to ensure that we address the the right problem and the entire problem reducing the likelihood of unintended consequences
  2. Approach Foundations
    We use models and simulation to identify organisational bottlenecks and leverage points as early as possible in the process to pinpoint the fundamental drivers of poor performance. We believe that if you can’t model a problem, you don’t understand it well enough to solve it completely. The modelling process also helps introduce a diagnostic mindset among staff and starts the process of stakeholder alignment, minimising downstream resistance to change.
  3. Through participative design, we help you envision a number of possible futures and create a shared vision of a target to navigate towards
  4. In any social system, a set of implicit organising principles define the default behaviours (the culture). This DNA, is self replicating, self-reinforcing and causes resistance to change. We help modify it, reinforcing positive behaviors and cutting out the negative

...And Underpinned By A Highly Collaborative 5 Stage Process

Click here for a separate diagram of the full end to end process or mouseover the boxes below to see a summary of each stage.

Discovery

Alignment

Design & Innovation

Implementation

Sustain

Using various techniques, we gain an understanding of the presenting problem and create an initial model of it. The model is used to tell us the extent of the problem, showing the flows of work, material and information throughout the organisation. It may also identify bottlenecks, gaps in knowledge, and problematic relationships.

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Through workshops and the use of Large Group Techniques we then confirm with all stakeholders that the entire problem has been captured and that the model is valid. It is vital that key stakeholders participate in creating the final model and that the points of view of all stakeholders are taken into account when confirming its correctness.

We build alignment around the need for a solution to the problem which has been articulated. The output will normally take the form of a roadmap identifying one or more change initiative which will vary in size, shape and complexity depending on the nature of the problem. This stage and the alignment which it delivers is vital to minimising the resistance to change which would otherwise be experienced. In fact we would go so far as to say that the seeds of success or failure are sewn here.
Having identified the required initiatives, we then design each of them in detail with the people who will be held accountable for the results. We seek to ensure that all facets of the problem will be dealt with by the design, that resources will be used optimally, and that the most appropriate techniques are used. To find out more about our approach to the use of Lean, Six Sigma and the Theory of Constraints, click here.

Leadership, teams, behaviours and capability will always be a relevant dimension of any problem situation and we normally expect to address those dimensions when designing a solution.

We recommend the use of operational staff to design solutions to operational problems rather than rely on external expertise

On completion, the necessary changes to capability, structure, function and process will have been designed and planned, alongside the mechanisms for monitoring and responding to results.
We strongly recommend that internal resources are used as far as possible for implementation , although it will often be necessary to seed the team with external people who can bring specialist knowledge and know-how to bear. This involvement will increase the commitment and sense of ownership of the people on the ground when it becomes time to demonstrate results.
As initiatives finish, their effects will start to be felt. We help you set up an appropriate monitoring regime which will form the basis for measuring and reviewing results, learning, taking corrective action where necessary and initiating continuous improvement activities.

But Before We Start

The point of change is to bring about improved performance. However, the concept of improved performance can mean different things depending on your viewpoint and context. We will reach agreement with you at the start as to the performance outcomes and business results you want to achieve. Based on that conceptual agreement, we will agree our relative contributions and build them into a joint plan.

To find out more about some of the specific techniques which we use, take a look at our
Learning Centre

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