Leaders define a distinctive business strategy, core operating values, and clear expectations to chart the course at each milestone of the journey. Their purpose includes critical needs of their most important stakeholders.
All too often, managers and the consultants they employ believe they already know how the organization needs to be reconfigured to get better results. They attack the problem by immediately making design changes. For example, some common reactions to poor results are to set new goals, or to modify the bonus system, or to restructure, or to replace the manager. Prescribing without first diagnosing doesn’t work any better for organizations than it does for purchasing your next pair of glasses or contact lenses.
Our consulting approach to working with the whole system is to diagnose before prescribing. We have helped organizations all over the world make significant improvements in less time and with lower costs than they thought possible.
Organizations have had a love-hate relationship for years with anything that resembles a mission statement. The love comes from the need for clear, meaningful direction. The hate comes from too many experiences with people who don’t “walk the talk.” In this workshop we will review principles and practices that have led to inspired and aligned work behaviors that have built high performance.
“Plans are only good intentions unless they immediately degenerate into hard work.” – Peter Drucker
This workshop provides you the opportunity to convert your strategy from good intentions to bottom-line results. Key elements in this conversion are organizational capabilities – things like speed of change, innovation, connection with your customers, or collaboration. Such capabilities enable you to get the results you seek. You will experience a process in which you will choose a few organizational capabilities that are essential to delivering your strategy and then designing organizational processes and systems to bring the capabilities to life.