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20 Things That Need To Be Thought About Differently In The New Decade & The 10 Disciplines That Will Be Required. Straight to the A To Z WHAT'S ON OUR MINDS?

Friday 03 of September, 2010

Our Aim is Rapid 'Decision Quality' through Collaborative Engagement

The high level explanations of what we do

These are the most often stated economic/value reasons why Group Partners 4D™ and SVT™ deliver value. The following comments were made by client CEO’s – they are the best way to describe our value statements.

• "We have spent two years and over $2mio with an assortment of advisors trying to create a competitive strategy - you have managed to do more in two weeks than we had achieved in that entire time and at a tiny fraction of the cost"
  
• "I know of no other method of altering the course of our thinking in so dramatic and positive a way. Without your intervention I believe we would have remained in the dark ages"
• "To be honest, the traditional consulting approach gets heavily criticized by our executives, they get frustrated by its lack of energy, frustrated because they are not really engaged and they complain that they are not motivated because they cannot use much of it to communicate the important bits of the outcome to their units. Your work enabled the opposite to be true."
• "If our strategy is to be successful every divisional leader needs to be included in what it means to them and be in no doubt where we are headed. Your logic frameworks have given us the tools to do this without the complex - time intensive methods and techniques we've used in the past!"
• "You've given us at least 6 months back! Our team was highly inspired by this program. They can all describe what they need to do and why. That's the first time we've been aligned as a board for as long as I can remember. I can't put a price on that!"
• "Without you we would have developed a successful technology implementation. With you we will achieve a successful business strategy!"

We've measured our approach in terms of the following:

1. Time is saved by the 4D™ rapid real time method - dramatically reducing cycle times on complex programs
2. Cost and time is saved by avoiding solving the wrong problems in ways that everyone can access
3. Efficiencies are made in the deployment of expensive senior resources at critical times
4. The de-duplication of effort and initiatives that would otherwise remain undisclosed by other means
5. Avoiding the higher costs and longer timescales of similar work done by other methods
6. The hidden cost of rework due to semantic and definitional errors in isolated, non co-creative techniques
7. The hidden cost of errors made by the lack of alignment of senior leaders and then onwards into all the layers of decision making
8. The additional cost of communicating outcomes versus the real time creation of them in our inclusive approach
9. Increased engagement by the employees based on the work already created - not the additional cost required by other methods.
10. Reduced cost of ‘on the case’ learning by the senior executives - not requiring additional engagements and further cycle times.

The essence of what we do:

• We solve tricky and critical business questions.
• We create winning strategies fast.
• We help our clients make better decisions.
• We inspire and motivate your entire business.
• We help our clients win more business!

The Short Story(s) on what we do.

1. Critical Thinking: We solve the biggest questions our clients have. Working in a visual way with logic frameworks, mechanisms to force comprehensive thinking, we help business people make smarter strategy and better decisions. This creates real value, exploits opportunity and avoids solving the wrong problems really well.
2. Accelerated Decision Quality: We do this rapidly because our clients often don't have the time. They certainly cannot afford to waste it. A by product of our approach are the real time artifacts that emerge as we work
3. Simplicity: The framework modules work through a sequence of important conversations that we've designed to cover all of the critical aspects required to answer any business question. Our clients appreciate this straightforward approach.
4. Alignment: The dynamics of co-creating these frameworks never fail to align a team, create shared intent and build the right platform for any complex transformation program. It makes sense.
5. Logic: The single act of working through the logic means that insights turn from input and insight into outcome and clarity. Inputs create the content of the frame and outcomes then drive the processing of the 'equation' that this creates. Put simply the logic of the equation means: if you aim for 'these' outcomes - then we must make 'these' choices.
6. Clarity: Armed with this 'reasoned' clarity and shared and distilled rationale, the team can literally 'see' the vision, the strategy, the roadmap and the operating models required.
7. Ownership: Because the team are creating the answer for themselves there is enormous ownership of the outcome. Unlike many consulting processes this approach enables high engagement, real understanding of the implications of decisions and much more likelihood of a sustained program of work.
8. Pervasive Results: The outcomes of the work does not stay in documents or the dreaded Power Point deck. Because it is highly visual and meaningful it gets used immediately and as required in employee engagement, digital interactive systems and working documents that are highly engaging and useful.

The Value of SVT Live™ - Digital Systems

• Digital interactive systems are designed to be immersive and inspiring. They hide any initial complexity and let the user decide when they are ready for more information and in what areas they choose to delve deeper.
• The digital systems are used to engage in much more powerful ways with different stakeholders, differentiating in a competitive sales environment and when launching and sustaining a complex change or transformation process.
• Digital systems enable the addition of all media types, real time data in dashboards, video and animated scenarios, drilling and drilling again to more or different levels and layers of data. There is almost an infinite degree of applications to which these systems can be put.
• Digital systems are invaluable to 'paint' future scenarios, customer or lifecycle stories, process changes, what if scenarios, anything where the abstract or intangible needs to be brought life and anywhere where the information needs to be better understood by wider audiences.

The Golden Attributes of 4D™ Frameworks

1. Without a shared framework stakeholders will have no common definition of the goal - no common understanding for cooperation.
2. Without a cogent map and its capacity for structured navigation stakeholders will be unable to operate efficiently and risk will increase.
3. A logic model and a context framework ensures that decisions are made with the least risk within the best context - set in terms of the solution required.
4. Only a framework can illustrate - and then locate - all critical connections in a high performing system. Each module thus demonstrating how it operates with every other.
5. Forcing the conversation through proven structures and best practice architectures reduces the capacity for error and increases the overall system performance.
6. A shared and holistic frame of reference for a programme dramatically increases to chances of successful delivery and addressing the real requirement
7. Successful transformations requires a clear and reasoned line of sight between strategy and operations to show the intent and its impact on day to day business
8. Engagement of the enterprise at the earliest opportunity will create critical change agents and ambassadors for the business
9. Make best practice relevant to the business context not imposed from the theory in a text book
10. Frameworks show the implications and realities of a possible strategy or solution

Frameworks deliver

• Optimizing Context For the individual, the team, the enterprise, the community etc. A deeper and more meaningful understanding of a current state and its place on a journey towards a better future – the implication, causes, influencers and drivers. A shared perspective of what this all means – or a better understanding of multiple perspectives. Taking account of what others think and doing so in a positive and safe environment. Being prepared to say ‘I don’t know’. Building on this richer understanding is a heightened awareness of what needs to change and what it will take to make the change.

• Crystal Clear Intent: Total clarity of the end goal – as a vision, as the ultimate outcome. Seeing the situation and the possibilities in new ways, opening up new opportunities and approaches, leveraging untapped wisdom – purpose. This is a kind of emotional and more conscious enlightenment. This state arrives from a deeper sense of confidence and an inner acceptance of wider and richer understanding. The essence of relentlessness.

• Performance Teaming: Through better understanding and shared context we can help teams to communicate, collaborate, co-create. With the respect, shared sense of purpose and belonging within a safe 'container' (framework) or space teams can reflect with ease and communicate and work in ways that would be otherwise difficult or strained.

• Communication That Works: Overcoming semantics, creating stories that inspire, engaging people through discussion that captures attention and clarifies rather than confuses. Simple language that has been created and discussed (agreed) together. Developing a new conversation or dialog that enables teams to convey significantly larger and longer 'chunks' of shared experience or new vision with one another and then beyond.

• Individual Empowerment & Contribution: Building greater awareness of the part people play in their enterprise, in a strategy, in leading change, in personal development. The whole and its parts, the parts and the whole. Entirely indivisible and yet fraught with misunderstanding and often restrictive process. By creating the correct environment and energy the value of individuals contribution is appropriately placed and optimized.

• Capabilities & Confidence: Realization of strengths – personal, corporate, community. Understanding limitations and how to overcome them, the ability to measure maturity and development in a meaningful way. Appreciation of a competence, the development of skill and recognition of a talent is highly important to each of us.

Ten reasons why partnering with Group Partners makes sense and importantly more sense for our clients:

1. Adding depth and rigor to thinking, creativity, experience and collaboration with your client – especially at critical times. (Access to the wider network of expertise and resource)
2. More accurate and valuable positioning – integrating our partners own work or any 'point' solution - into a working enterprise system
3. Increased differentiation and innovation in a bid or competitive exercise. Weaving our partners own approach within the whole system.
4. Refreshing an existing relationship with new ideas, thinking and innovation. Widening our partners own portfolio of expertise.
5. Engaging with multiple stakeholders, more broad issues and potentially at a more significant or senior level
6. Locating and embedding our partners own solutions within the overall business strategy – ensuring sustainability and lowering the risk of failure
7. Acting as an impartial - or unblocking agent - by increasing the context and perspective in any given situation
8. Introducing visualization into abstract or intangible situations – ensuring practical understanding and appreciation of a given scenario.
9. Introducing 3 dimensional and interactive systems to the traditional engagement and sustaining process of transformation or implementation
10. Improving the communication and story telling of complexity or business strategy and operational systems.

Waiting for the Upturn - or Creating it? - The 21st Century Organization

Read More Here

The 21st Century Organization is something any leader, any business - any competitive brand must be. It suggests that to survive in the complex global markets (now fiercely competitive and commoditized) the enterprise has to redesign the organizational model, streamline its systems and understand human behavior. It has to do this in meaningful and relevant ways - at the individual and team level - and display real leadership in everything from systems and process to the exploitation of every technology, media and next practice. It has to move from the restrictive practices of the ‘org chart’ to the reality of the value based and sustainable network and eco-system.

The Detailed Explanation of the images See the Deeper Story on this

Optimal organizational design and the related strategic alignment it requires involves some variant of the following four dimensions. They each need to be considered when developing the business strategy and/ or transformational change program.

Organizational Culture/DNA – you have to know what you stand for as a business and the type of culture that is required to achieve the desired strategic goals and outcome!

Organization Design - The Value Network/Chain – a blueprint that represents the job that has to be done as a system without boundaries. This reflects everything that needs to be in place to deliver the goals of the business, the capabilities required and the inter-relationships between all contributors – internal and external. This is the heart of the business.

Leadership and Support Systems – the right leadership approach to fit the strategy and culture with the right ‘infrastructure’ – in the widest sense – in place to support the values network.

Collective Intelligence - A 360 degree Radar on the Market Context and Internal Environment – anticipating and imagining the future without losing sight of the lessons of the past – what can be leveraged as well as being aware and attuned to the trends and pressures in the industry and environment. And then plotting a course ahead of the perceived curve.

To be sure that these four dimensions are implemented in an integrated manner and are defined and designed in the most appropriate context we apply an approach called 4D™. This is a framework approach that provides the business with a contextual ‘answering machine’ which when fully populated and worked through will provide the necessary input and framework to strategy and planning. These frameworks are supported by the best and proven thinking in regard to organizational design and alignment.

The Architectures of the ‘Tools’

In this approach we talk a lot about Persistency and Relentless Intention – these are important words and they make up the mantra for any successful business – along with a Consistency of Framework this is what ensures increased ability, maturity and simplicity within any change program. This is critical when surviving the enormous tension and emotion of any meaningful transformation or change event. Especially true in technology implementations. Keep everyone honest. Rigor and precision over direction at all times. The image also suggests that capability improves over time.

The Frameworks and Logic Models

• Proven Logic: The logic frameworks are proven in over 2500 cases with Fortune 500 Companies, Governments and multi-nationals all over world.
• Simple Co-Creation: They are designed to be built collaboratively. We take any critical business issue and apply the following. What we call 4D™
• The Formula: (1) Discovering what we could, (2) Developing what we should, (3) Deciding what will and then (4) Deploying what we agreed we would do to solve the 'exam question'. (That’s why we call it 4D™)
• Critical Conversations: These first two frameworks are conversations - fundamentally 11 (in Discovery) and 8 (in Development) - conversations at senior level about the vital strategic elements for success. Without agreement about these 19 components, their relationships, interoperability, connectedness, direction, definition, gaps, opportunity and priority we can identify the failures in every aspect of business. (We are working the early stage of the Development Framework)
• Visualization: We apply what we call Structured Visual Thinking™ - an approach that visualizes these conversations as well as capturing every key point, sentiment and data point in high definition narratives - for documentation, books of record, executive summaries, immersive social media/ interactive systems and all forms of large scale presentation and ongoing engagement.

Amidst all the downturn gloom and dire predictions - successful businesses and business people of the future are looking to create their own 'upturn'. That includes seeking inventive new ways to:-

Work Smarter and Think Better – 4D™ 21st Century Organization Drivers:

1. Reinventing themselves and their businesses to survive the tsunami of change
2. Creating value in new and more sustainable ways for the long term
3. Innovate their way out of difficulty and into new prosperity
4. Getting the message heard in ways that cut through the noise, internally and externally
5. Building energy and maintaining the health (Fitness) to meet new challenges with ease
6. Connecting with colleagues, suppliers, technologies, generations, customers and communities in new ways
7. Clarify where the business is going and truly why it's meaningful for individuals and teams

The Customer Experience Framework – Value Statements

Background: Putting the customer at the centre of what ‘we’ do is – as we know - often an empty promise. Empty because either the customers don’t want it or the enterprise can’t provide it. Being at the center to me means leave me the hell alone. Being at the center to the guy down the road means to have his every thought anticipated and every dumb ass query ready to be answered at the touch of a button - and his pets name on the lips of every call center operative or store guy.

The whole of the enterprise behavior is what screws up the customer at the heart mantra. Every process that’s been ritualized, every standard that’s concretized and every part of every event is hard coded into the very skin and bones of the corporation. This is not trivial and needs strong leadership, determined policing and a clear roadmap and framework within which everyone has agreed to operate.

‘Joined up-ness’ entails interoperation, seamless and well oiled machinery humming like a Testarossa 4.9 Flat - hand shakes across divisional structures to die for. In a real customer focused enterprise, like Amazon for example, it’s not even a discussion. Everything flows from the customers question – not the answer seeking customers with that question. Amazon didn’t set themselves up for the €1billions in stranded costs in the first place.

Client Drivers – The context observed when the client needs to deploy the Customer Experience Framework

• Competition 2.0: Client sees the competition exploiting social media (Facebook, Twitter, blogs and wikis), the web, on-line eco-systems - innovating in every way that they aren't. What can WE do!
• The Demand Model: Client sees the market moving to a demand driven model but knows that they have a manufacturing (whatever)(supply side only) mentality. Culturally and Infrastructure - everything is making this tough.
• Axes to Grind: The client has been working with agenda based (self serving-low value) service agencies/big 3 consulting firms, has long legacy of tough and poorly performing transformation programs. Wants to do something different - innovation! Everyone in the firm want something inspiring and new too.
• New Brooms: New leadership, new appointment, fresh look and new ways needed! Fed up with trying to solve the old problems with old tools. The beginning of a new program of complex work means we need a new map!!!
• Speed Kings: No time for a lengthy expensive program that we don't really have control of. Its critical that all the leaders on this know what's what!
• Re-alignment: Client is rethinking their business strategy and believes that they need to be more customer centric- but the current strategy doesn’t support that
• Execution: Client has a strategy that is customer centric but needs help making it real
• Resolution: Client has a big customer satisfaction problem and needs to understand the issues and what they might do about them
• Engagement: Client has a clear strategy and knows what they want to do but needs to get the enterprise on board

Frequently Asked Questions

We have found it useful to explain what we do via the following frequently asked questions. If your own question isn't shown here please let us know. These questions have been collated over the past few years and cover most of the aspects of our work. We hope you find them helpful.

If you have further questions about us, Structured Visual Thinking™ , 4DQ 4D™ or Partnering with Group Partners please contact John Caswell via email

What is Group Partners All About?

Group Partners is a network of experienced people dedicated to helping organisations improve the performance of their business. We do this by engaging objectively with the issues of the business using specifically designed tools and techniques. These are 4D™, 4DQ Structured Visual Thinking™ and the application of Visualisation, Pattern Recognition and Information Design that we continually improve and apply across the world. We apply them by interacting in small teams, workshops and off-line to increase value in large multi-national and government clients.

See Also Business Challenges, 4D Applications

What is 4D™?

4D™ is a structured approach to thinking better about all the issues and opportunities that everyday business throws up. It is basically four phases - Discovery, Development, Decision and Deployment and this is a sequence we follow to sustain ownership and understanding by the audience themselves. We all strive to do a much better job of thinking about how to fix problems and meet new challenges - make space and time for better decisions, develop more value, connect everything up better, sort stuff out, understand all the moving parts of the organization, have better meetings, ensure we execute on our strategies – and find better ways of sustaining all of this. This approach is underpinned by a straightforward business logic which allows these issues to be addressed in a fast and sustainable manner.

See Also Pattern Recognition, Structured Visual Thinking and The Business Equation

What is Structured Visual Thinking™?

Structured Visual Thinking™ is a structured approach to thinking. We have developed a way of structuring visual and verbal components within a conversational approach to solving problems. In fact 4DQ is a four step sequence of frameworks entirely made up from the components we initially created using Structured Visual Thinking. We apply this technique almost as a philosophy to help our clients to think about the future, intangibles, abstract concepts, new products anything where visualisation in context and with rigor is required,

See Also Visualisation, Visualism and Information Design

What makes this approach more effective?

Traditional methods of solving problems are often random, unrewarding to the contributors and wasteful in terms of time and money. With our approach it’s the business itself that creates the solution. It self regulates and therefore ensures the correct outcome. The outcome is one that is creative, high energy, innovative and fully understood - not a recommendation by a self serving supplier or consultant - much more likely to continue to ‘live’ beyond the workshop stage. It’s a highly visual solution that is built ‘live’ by the team with the need. This overcomes much misunderstanding and because it’s a practical and ‘real-time’ solution it becomes a powerful method of communication of the outcome at the same time.

See Also Solutions, Clients, References

How does it differ from traditional consulting?

It differs in that it we have no agenda, no long term axe to grind or interest in finding new initiatives or problems to solve. We are not opposed to consulting techniques but we find that clients have less and less time to spare and need to have more accountability with the solution. They deserve to have more understanding of the issues and the solutions that are being put in place. And they need confidence that they are addressing the right problem before the solution is determined. Also, although our assignments can run the length of a programme, we only get involved at appropriate stages and outcomes from our assignments are fully owned and deployed by the client team. We do often work with management consultants once we reach the deployment stage as many clients have already got strong and long term relationships that will remain after our involvement.

See Also Business Challenges, Classic Approach, Group Partners Values

How does visualisation help?

Visualisation is the key to transparency and collaboration. We have proven in over 700 cases that the visual outcome can solve many complex problems and open up the meaning and purpose far more completely and quickly that any other method. Visualisation engages and excites in ways that other techniques do not - it can then embrace the entire enterprise in the most simple and effective way. Multiple interpretations are much less likely using visualisation. Visualisation replaces expensive, complex and often unused, therefore wasteful documents.

See Also Visualism, Big Pictures

Why frameworks?

Frameworks are powerful structures designed to understand the complex systems associated with business - its opportunities and its issues. Frameworks are the ‘knowledge and decision tables’ that enable rigorous collection, collation and arrangement of insight and information. They display the choices available to an organisation. Frameworks are well understood as a way of sharing and comparing ideas and choices within teams. They also provide an effective method of developing a consistent and coherent story which can be articulated by many people for multiple audiences.

See Also Contextual Frameworks, Roadmap, Journeys, Scenarios

What do they help with?

Frameworks are designed to make decisions, ‘see’ the full picture, establish baselines, understand the gaps and identify the stresses of the enterprise by enabling teams of people discuss, debate and therefore clarify the choices they have. Frameworks help by quickly gathering sufficient content about key aspects of the business and its environment. Every Framework is underpinned by a business logic that ensure we address issues in context, no matter what the objective. Frameworks help every possible objective the business can have. Intangible future direction in every aspect of change. For example - strategy, transformation, winning new business or customers, creating new products and services, innovative development across the enterprise, informational improvement and communication activity.

See Also Efficiencies

What do we do with the outcome?

The outcome of each stage of the assignment will form the baseline for the next stage. We will not pre-judge the outcome in advance and will develop all outcomes to support the needs of the client team. We are governed by the deliverable required. We record the significant elements at every stage of every intervention from the outset and we can, and often do, adapt and interpret existing content in advance of intervention sessions. Our classic deliverables are interactive digital systems, workbooks and creative records of the sessions describing the debate - all arranged within the structure of the individual ‘framework’ we are working on. We also produce ‘installations’ and large format canvasses/prints or arrangements of the work we have built. Material developed throughout an assignment will be constantly developed as the programme develops and will be supplemented with insights and observations that will help to deliver the final outcome - a complete record of the programme with all the critical insights and decisions that emerged.

How do I take the outcome back to the organisation and make it real?

Many assignments involve the wider distribution of the outcome. Because the outcome is visual, usually highly engaging and tells a powerful story, it is a very compelling way of engaging with the rest of the enterprise. We build ‘books’, workbooks, storybooks and visual records to ensure that all of the effort is readily available to the enterprise. The Frameworks are also a powerful tool as they act as the control mechanism. Between them they contain a high level reference of the agreed strategy and can be used to validate ongoing initiatives and business decisions. The client team will also return from interventions with new ideas and methods that can be deployed subsequently to enhance the chances of success.

Why do Discovery?

Discovery ensures alignment by the team against a set of 11 core areas. We have proven the importance of ‘discovery’ many times. Without the ‘discovery’ phase we can waste a significant amount of time going over semantic and often basic misunderstandings. Until we conduct a full leadership team discussion we cannot be sure that we all share the same understanding of our current reality and have fully recognised the differences and gaps that exist within the organisation.

See Also Efficiencies, Discovery Framework

What happens and when?

We take a lot of trouble to set the right expectations and ensure we are solving the right problem. Our approach follows the following structure – 4 stages. Discovery, Development, Decision and Deployment, 4 D’s. bounded by T-Zero, Thinking about what is the best approach and between each of the 4D’s a T1-T4 ensuring we interpret the insights and ‘Think’ hard before making any next steps. It all happens based on the shared agreement and understanding of what is actually required. In addition we develop specific communication and informational design solutions for our clients.

How do I explain to my colleagues what will happen?

We provide a lot of support for this. We have an extensive web and wiki and provide a lot of collateral if and as required that explains what to do, how to prepare and what it will be like. We don’t want to do too much preparation with the audience as it can often prejudice the outcome, but each case is worked out on its merits.

See Also Efficiencies

Why do we need to go through all stages?

Because we have proven the value of the procedure to be the most effective and fastest route to benefit. We believe that through these 4 stages the client receives the best possible outcome with the least risk. It’s a thorough and well developed procedure and we have many references and testimonials to its worth. The extent to which each stage is deployed will vary and will typically be determined once we have completed Discovery.

How do I keep this alive through a major programme?

Because the approach is a visual and practical set of actions and activities it is more sustainable in its own right than other techniques for change and transformation. This is also a very iterative process and as we have captured everything through the Frameworks we can review and assess changes at any time to avoid losing currency. We put significant store in the interaction and engagement of the enterprise. We have designed the approach to be accessible, transparent and immediately of interest to the broadest possible series of stakeholders.

How do I integrate this with other activities and initiatives?

One of the great benefits of the approach is the flexibility and adaptability with and towards existing initiatives. The power of visualisation and the structures we have built into 4D™ are significant and extensive. Its whole foundation is one of integration as it was designed around the key issues affecting business which means that there are no known restrictions to its application and it would be impossible to get through Development and Decision without addressing interactions and dependencies.

How do I know this will make a difference?

We pride ourselves on the references and testimonials we have received over the years. Our existence was borne out of the frustration we experienced as clients, suffering from lack of clarity or innovation in how to think for ourselves in these areas. We exist to make a difference, we want to add value in everything we do. The outcome of every engagement is one that has been developed by the team with our guidance and a structured and comprehensive approach and therefore there is no question of lack of ownership or relevance.

See Also Efficiencies

How do I communicate this to others?

We help our clients with descriptions, web-support, documentation and indeed it’s proven that our work can tell its own story. In advance of sessions we have specifically designed expectation setting documents that explains what will happen. During and after the sessions or throughout our work the material is readily and immediately available to assist with communication.

See Also 4D Deliverables, SVT Live

How many people should be involved at a workshop?

There are a number of different ways in which we construct the sessions. This means that typically for a senior Discovery, Development or Decision session we like to accommodate no more than 25 with 20 or so being a perfect number. We have had sessions with as few as 5 people which have been totally successful. In specific programs or engagement sessions we have accommodated 60 or a 100 plus where we have prepared self development materials and utilised collation and collaboration techniques after the events.This style of session is managed, hosted and choreographed by us and performs a different function but is built within the infrastructure and architecture of 4D™. Ultimately what really matters is that we have the right people at the workshops who are empowered to take outcomes forward.

See Also Experience, Expectation Setting

What happens outside of workshops?

We do a lot of other things once we have understood the reality of the clients opportunity. In between workshops we are developing outcomes and assessing our approach and ways to maximise any new information. Outside of workshops we develop extensive communication solutions, work in areas of cultural change and transformation. We can assist with every form of business problem and we have established a broad network of partners with whom we work to resolve the clients problems in every sphere.

What do I need to do to prepare for a workshop?

Very little - unless you are the main sponsor. Attendees will be provided with some expectation setting material and just need to bring the knowledge that exists in their brains already and come prepared to join in a full and open debate. Beyond that we have a tried and tested process which will guide the day/s. We do ask that the main sponsor works closely with us during preparation - this will typically involve providing background material, supporting logistics planning and ensuring the right people are available for the workshop. We will discuss all of the as part of agreeing the exact approach at the start of each assignment.

See Simple Process, Simple Discovery, Simple Explanation