process transformation




Traditionally, driving process improvement has either been the application of tool-based approaches or through technology or project-based transformational programs. While tool-based, continuous improvement methods teach consistent methods, they have generally been challenged with sustainability, remain event or project based and as such do not drive new organizational capabilities to embed a culture to constantly improve. On the other hand, transformational programs bring significant leaps forward but are often expensive to develop and quickly become obsolete while not embedding any new work habits.

Our approach to building Organizational Capabilities in your company is anchored in Neuroscience, Psychology and Process Excellence. A deep insight in the drivers of Human Performance and of real-world process and operational application provides a way to drive the business to a new level.


our method



agility

A frame around work demands as opportunities for growth and development, supported by a leadership group that proactively anticipates change.

  • Are organizational processes sufficiently flexible so that they can be adjusted to better support changes in strategy or demands?
  • Do employees think proactively and anticipate the need for change in their work tasks?
  • Are employees armed with the resources needed to adapt to changes daily?
  • To what extent do leaders in your organization drive continuous change and innovation?

alignment

A clear sense of purpose and confidence in prioritizing the customer or client experience. Systems and actions function harmoniously and maximize successful customer and client outcomes.

  • Is everyone working for the same outcomes?
  • Are KPIs in your organization aligned to providing a high-quality customer or client experience?
  • Do systems in place work together to prioritize customer and client outcomes?Are leaders in the business supporting and driving behavior that is aligned with a positive customer and client experience?

authenticity

The extent to which open and honest communication and collaboration within the organization is valued, and opportunities for reflection and learning from errors and feedback are provided.

  • Are employees communicating openly and honestly within teams, as well as cross- functionally, about ways to improve processes?
  • Do formal work processes provide opportunities for reflection and learning from errors?
  • Do KPIs and other metrics promote authentic communication and collaboration across teams? Are leaders driving continuous improvement through two-way communication?

autonomy

The freedom to make decisions and flexibility to utilize creative or innovative methods to achieve clearly defined outcomes.

  • Do employees have the right amount of flexibility to engage in meeting challenges and solving problems?
  • Do the processes in place in your organization support employees to become actively involved in meeting goals, or are they overly routinized or simplified?
  • Do leaders in your organization encourage Autonomy through vision, inspiration, and accountability?

awareness

The extent to which employees can see the results of their work and understand how they contribute to the success of the business.

  • Is there a clear line of sight between employees’ work tasks and the broader goals and outcomes of the business?
  • Do leaders help employees see how their everyday tasks and interactions with the customer or client contribute to the overall customer or client experience and business performance?
  • Do current KPIs and other performance metrics encourage a connection to customer or client outcomes?Do current processes and practices encourage cross-team collaboration and communication?
Image Map






we focus on the outcome, not on the approach



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our work impacts the way we think and feel








what we think and feel impacts what we do





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