4D Approach

Within the summary explanations below you will find links to more detail on every aspect of the approach. We apply the 4D™ approach as our preferred way of solving complex problems. We do this because over the last 15 years we have observed that unless the senior team are aligned and siloed decisions are removed the results of any change or transformation program are at risk.

Throughout this we remain completely impartial and avoid forming any opinions around the likely outcome. (T stands for Think) See T-Zero

If intervention sessions are possible then we actively encourage them. We have proven that this is the most effective method of causing alignment, collaboration and engagement and we can guarantee that the outcome will be a shared appreciation of the real issues. See Experience

We encourage co-creation, collaboration and innovation. We have the utmost respect for the audiences within these intervention. Creativity and energy coupled with fun and deeper understanding are what we bring to bear and are at the root of these sessions. Because this is a very different experience it engages quickly and delivers an immediate result. See References

We aim to remove the tyranny and waste of unused flip chart capture, traditional brainstorming techniques that have no long term effect and workshops that suffer from dreaded Power Point presentations. See Experience

The very first step in 4D™ is the Discovery Intervention. It covers 11 major modules, is conducted within one day and is designed to create a full context in order that the team can properly understand where the opportunities, risks and barriers may lie. Because this is typically a cross-enterprise activity it enables the team to appreciate other areas language, concerns and priorities. We have conducted nearly 800 sessions and we have proved its value in countless ways. See 4D™, Discovery

The second stage is to Develop the ideas and insights gained from the Discovery step. This framework consists of 8 modules and these are described in full detail at the link below. We may choose to undertake this process several times as there may well be several reasonable alternative strategies. We then move to the Decision Framework in order to qualify which is the right one. See Development

Once we have the strategic choices fleshed out, we need a way of choosing between each one or we need to know what are the detailed plans and actions athat are needed in order to implement the outcomes. In many situations there are existing initiatives in place and we are very careful to remove unneccesary activity. We undertake in this third phase to decide what we will Start doing, what we will Stay doing and what we must Stop doing in order to create a sustainable and well engaged implementation. See Decision

Armed with a clear action plan and a shared understanding of the whole roadmap we are now able to review, monitor and check back against a clearly articulated plan. Our role is now often to deliver regular health checks or assist inside the roll-out to ensure the enterprise fully and properly engages and that any learnings are immediately fed back within the frameworks. See Deployment

See Outcomes, See Information and Communication, See SVT Live™

The deliverables vary enormously and depend on what the aim of each assignment is. We have an extensive range of end results that vary from the intangible - Sustained Change - to the highly practical - Interactive Systems for Internal Transformation.

For a full appreciation visit Solutions