Why
A management team that does not agree on the problems will, by definition, not agree on the solutions. The quality of a solution is highly dependent on the quality of the problem definition. With good analysis, it is possible to avoid defining the problem too narrowly, or worse, wrongly, and then putting energy into solving the wrong problem.
What
Identifying strengths, weaknesses, opportunities and threats in a structured way and reaching consensus on them. This involves taking a broad look at the: external environment, core processes, structure and systems, people and resources, methods, culture and leadership. Furthermore, it involves investigating how these elements interact.
How
For general business diagnostics, we use a structured approach based on both facts and opinions. We have mastered this approach so well that this analysis can usually be quick. As a result of our many years of experience, we can assess pain points very well in a neutral way and with an external view. This analysis is used as a basis for defining the future direction and priorities.
Why
Experience tells us that very few organisations work in a focused way. Individual interviews with decision-makers often reveal that there is no such thing as a common set of objectives. Each member of the management team often has his or her own objectives. As a result, efforts and initiatives are spread out and there is often a lack of clout.
What
Establish the objectives for the coming year and/or for the next 3 years in a unified and consensual manner. Ensure that these objectives are balanced, form a coherent whole and that the causal links are known. Make these objectives measurable and translate them into concrete improvement initiatives.
How
A common vision can only be formed by putting individual visions together, having a discussion about them and reaching a consensus. For this, we use a tight and extensively tested methodology that includes the use of modern tools and techniques such as a “strategy map”, a “balanced scorecard”, “policy deployment”. This process should be a core process in a successful organisation.
Why
Latent disagreements and/or conflicts hinder progress within an organisation. They absorb a lot of energy and this energy is no longer available for positive progress. Often, differences in vision, conflicting interests, poor communication and/or historical events are at the root of heterogeneity within the team.
What
Getting all the noses of a management team pointed in the same direction regarding: the strategic priorities, the best organisational structure, the internal responsibilities, … .
How
The aim is to methodologically, mediatively and diplomatically bring team members closer together and work out a consensus solution. To do this, we use an approach that first works individually and then switches to group facilitation. We do this by using proven concepts for creating high-performing teams.
Why
A good plan with poor execution gives a poor result. That is why it is important that improvements are tackled on a project-basis. This means projects should be well defined and involve the right people. It also means working systematically and implementing a follow-up and evaluation structure. Several projects can possibly be combined in a programme. Besides project management techniques, outstanding people management is also an absolute requirement for success. This entails: professional communication, creating involvement, dealing with resistance, motivating and appreciating employees.
What
Methodological support, coaching and sourcing of projects / programs in order to achieve the targeted results.
How
Project management is a core competence of each of our consultants. We use standardised working tools for this purpose. All our consultants are trained on how to properly deal with people and with resistance to change.
