Many organisations operate
far below their potential.
Challenges on the inside lead to mediocre results on the outside.
Do some of these examples sound familiar?
Waste time in too many ineffective meetings
Are busy putting out fires
Perceive a lack of trust
Work in teams that don't function as teams at all
Have little or no time to think
Are exhausted from endless streams of special initiatives
Show low engagement
Feel left out of decision-making
Processes & Structures
Collaboration destroyed by silos & politics
Implementation of new tech (digital, AI, ...) and new ways of working (agile, ...) bring little or no benefits
Failing strategies due to execution problems
Bureaucracy winning over common sense and entrepreneurial spirit
Overload from a host of initiatives resulting in a lack of focus and priorities
Inability to respond to change in tech, customer preferences, and competition
Senior leadership is perceived as a bottleneck and out of touch with reality
Little value creation
Low customer satisfaction & loyalty
Negative social impact
You know you need to do better.
You have tried. But it didn't work. Why?
Relying on bad theory
Not addressing root causes
All of the above are only symptoms of much deeper root causes
In addition, they are all systemically related
Solving for one or two at a surface level, without addressing root causes and ignoring their systemic nature cannot work
Typical advice from consultants, coaches, and b-schools is too simplistic and often conflicting
It lacks sufficient practical evidence and experience
Instead of building on the best management theory available, advisors push their own material sailing on the waves of the latest buzzwords and hypes
No two organisations are the same - what worked for A may not work for B
Solution needs to be tailored to your own unique context
Solution needs to identify and focus on the biggest levers
How to get it right.
Over more than 20 years as an avid student and practitioner of management, both as a C-level executive and as an advisor, I have learned how to put it all together and unleash the full potential of people and organisations.
Three essential building blocks for outstanding performance.
Good strategy creates clarity.
What will we achieve for our customers? How is that superior to the competition? How will we do it? What does everyone need to contribute?
A well-designed management model explains how and why your organisation works.
Does our management model fit our business model? Can it bring out the best in people? What management theories are we relying on? Why these and not others?
3 essential building blocks. 9 supporting pillars.
Together they provide clarity and good management.
Which leads to outstanding results.
Strategy contributes clarity.
Does the strategy reflect real choices that clarify what to do - and what not to do? Does it shape the future and describe an explicit theory of advantage? Does it rely on capabilities competitors can't easily match?
Can team members explain the strategy? Do they understand how their work contributes? Does the strategy guide everyday decision-making? Does it build on capabilities the organisation actually possesses? Does it produce results?
Is the review and development process lean and pragmatic? Is there room for creativity? Can the organisation contribute its best thinking? Does the decision-making process create commitment?
Management model contributes the technical side of good management.
Fit for strategy
Does the management model cultivate the organisational capabilities required to support the strategy? Does it facilitate setting the right priorities? Is the customer always at the center of attention?
Fit for people
Does the management model enable people to perform at their highest levels? Both as individuals and as teams?
Is the management model built on sound management theory? Do specific theories employed in different areas together form a coherent explanation for how and why your organisation works as designed?
Management team contributes the
human side of good management.
Are those with management responsibilities well-qualified management practitioners? Are they skilled at working in the system just as well as on the system?
Do members of the management team serve the organisation and its people rather than themselves? Are they trustworthy role models? Do they love the truth and are willing to stand up for it?
Is the team committed to shared objectives and results? Do team members engage in constructive conflict? Do they trust each other and hold one another accountable? Are they a cohesive unit?
How we work together.
Which business results need improvement? Which internal challenges are most directly related? What are the underlying root causes?
We choose 2-3 supporting pillars which promise the biggest positive impact if strengthened. We design interventions to build the capabilities needed to strengthen these pillars. This may include management and organisation design, training, and coaching.
Together we build the capabilities and embed them in the daily operations of your business. We watch many internal challenges disappear and business results improve. And since we are addressing root causes instead of treating symptoms, the benefits will continue to accrue long after the interventions are completed.