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Accelerate the Growth of your Business |
17 September 2010 |
Accelerating the growth of your business requires an evolved strategic approach. Businesses with strategic practices that are agile and responsive will be able to thrive in environments underscored by uncertainty and fear. The growth of your business is dependent on your capability to understand an emergent strategic process to be able to respond swiftly to the emerging conditions and make robust decisions in the face of uncertainty. This requires eagerness for experimentation, innovation and creating new possibilities. |
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Clean up dysfunctional power and politics: stop the erosion of value in your business |
17 September 2010 |
The knowledge economy requires leaders to become adept at ‘cleaning up’ dysfunction and
creating functional organisational social systems that effectively deal with political game playing and manoeuvring. The risks and costs to an organisations bottom line are enormous. People get hurt, brand gets damaged and reputation lost when organisational leaders don’t attend the health of the power and political system. |
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Complexity and capability determine organisational structure |
14 December 2010 |
Most leaders understand that the work that they are required to do will be delivered most effectively with an appropriate structure. And they are mostly left to their own devices as to how to go about organising their people, deliverables and the structure of reporting relationships to deliver those work outcomes. This is an approach that helps leaders with one of their most important tasks - how to organise their strategic system to get the outcomes they want. |
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Creating a social contract |
28 November 2011 |
Members of high-performing teams characteristically have well understood ways of dealing with each other. Individually and collectively, they make explicit agreements about what is real, what is important, about how to be with each other, about what is appropriate and what is not. |
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Evolve your business to deliver more effectively |
17 September 2010 |
Changing economic situations, changing social values, new products and services, all these
demand adaptation within an organisation if it is to survive. Businesses must be responsive, agile and change their internal organisation, structure and processes to suit the emerging environment and strategy. If the leadership of the organisation are focused on returning maximum value to the owners and not looking at what gives maximum value to customers, our guess is that it will not be a sustainable business. |
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How to know if executive teams are working at the right level |
2 December 2011 |
Practical suggestions to support and challenge executive teams to operate at the right level. |
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How we help leaders create change |
15 December 2010 |
Understanding how we resist change (how we stop ourselves from getting more of what we want and how we do not ask for support to mobilise into action) is the key to transforming our behaviours and creating systemic change in an organisation. |
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Immunity to Change: how you get in your own way |
2 December 2011 |
Working to understanding how you get stuck, and how you stop yourself from moving towards what you really want is the single greatest action you can take to radically improve your effectiveness and happiness.. |
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Maximise Intangible Resources for Superior Performance |
17 September 2010 |
Leaders need to strategically manage organisational intangible resources (human, structural, relational), to positively impact financial, social, and environmental outcomes. Attending to the intangible resources and risks will materially affect commercial outcomes for stakeholder relations, innovation and financial/environmental sustainability. Strategic management of intangible resources= sustain-agility. |
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Minimise your intangible risks: evolving your approach to risk management |
17 September 2010 |
The current scientific approach to risk management is necessary but insufficient to mitigate intangible risks to business success. Compliance and regulation mechanisms used alone, without explicitly including the intangible aspects of ethics, psychology and political systems only serve to increase an organisation’s systemic risk. A new approach to risk and governance is required that is a blend of science and art. |
