Capability And Culture

From GPWiki

Jump to: navigation, search

NEW - 2010 - HELLO - THE ARENA FOR CHANGE - ALL THINGS CAN BE SOLVED BY 24 CONVERSATIONS - CHANGING THE WAY THE 21ST CENTURY ORGANIZATION THINKS & WORKS - An EDITORIAL on our work - How we avoid SOLVING THE WRONG PROBLEM REALLY WELL - How to build A VISION MODEL - MAKING NEW MEANING - What we do IN 10 WORDS OR LESS - Read THE 'PIXAR' OF CONSULTING... - Then delve into our work on THE 21ST CENTURY ORGANIZATION + New Downloads' or go straight to THE BIG AND MAIN POINTS OF WHAT WE DO or understand WICKED PROBLEMS. Get the THE FACTS ON GROUP PARTNERS and see VISUAL DISPLAYS See 'OUR MISSION' or 'OUR TEAM', understand our tools - 'STRUCTURED VISUAL THINKING™', the 'THE DECISION MANIFESTO' - WINNING BIG BIDS - our approach '4D™' - see which 'CLIENTS' we work for and what they say - 'CLIENT REFERENCES'

And then take a tour around - WHAT DRIVES US - OUR TOOLS - OUR CONTEXT and our ABOUT OUR COMPANY If you want to go to either John Caswell's 'Just Think' Blog or - 'Kevin's Blog'. Go To - 'The Group Partners Quotation Archive' - and if you get lost try KEYWORDS or THE HOME PAGE

Friday 10 of September, 2010

Fundamentals Our mission and role is to simplify complexity and improve performance for our clients In doing so we accelerate value and opportunity for our clients.   Our Tools Collaboration, Facilitation, Creativity, Pattern Recognition, Pattern Recognition, Playbooks, Innovation, Information Design, Thinking and Visualisation   Approach 4D and Structured Visual Thinking are Group Partners approaches to answering the important questions of business. See Clients, References, Solutions, Outcomes, FAQs, Big Pictures

Fundamentals

Our mission and role is to simplify complexity and improve performance for our clients In doing so we accelerate value and opportunity for our clients.

Our Tools

Collaboration, Facilitation, Creativity, Pattern Recognition, Pattern Recognition, Playbooks, Innovation, Information Design, Thinking and Visualisation

Approach

4D and Structured Visual Thinking are Group Partners approaches to answering the important questions of business. See Clients, References, Solutions, Outcomes, FAQs, Big Pictures

Capability & Culture

See Causing Behavioral Change

The right environment and culture is the difference between success and failure - the resources and skills, the assets and operational requirements that are required by the enterprise critical raw materials.

The Capability And Culture Deep Dives cover every area of the topic from behaviours and incentivisation to governance and induction and training.

Structured Capability, Culture and Resources. We have identified risk and gaps in our ability to operate.
  • Appreciation of the reality on the ground in how the systems and processes are actually operating. Observe the remedial opportunities.
  • Understanding the barriers to change. Observe the remedial opportunities. Declaring the rules and criteria.
  • Properly aligning the leadership and then the enterprise. Observe the remedial opportunities.
  • Understand the Culture Capability and Skills & Resources in line with the Strategic Goals and in alignment with Deep Dives BC, DV, VP, DQ and TA or agreements from Discovery and Development.
  • Understanding the skills and behaviours of the human assets. Observe the remedial opportunities. Declaring the rules and criteria.
  • Understanding the motivation, incentives and consequences policies. Observe the remedial opportunities. Declaring the rules and criteria.
  • Observe the standards and governance themes in relation to actual operations. Observe the remedial opportunities.
  • How are we able to sustain the decisions around change. Observe the remedial opportunities. Declaring the rules and criteria.
  • Reassessing the values and beliefs of the organisation. Observe the remedial opportunities.
  • Appreciation of the training and learning culture. Observe the remedial opportunities.
  • Deep thinking around what is uniquely different about the future.
  • Reviewing the organisational design. Observe the remedial opportunities.
  • Roles responsibilities and accountability of the leadership and top to toe hierarchy. Observe the remedial opportunities.
Common Note: Armed with the deep insights uncovered from the probing and re-structuring of the above we can decide on the remedial actions. These will then be brought together within the final D2 as an underpinning together with the results of any of the other Deep Dive activity.
Personal tools
Check This First
What's New?
Service
About Us
Support