Our beliefs and how we create value

The ten core beliefs

1

Improving the governance, leadership, management and performance of organisations is crucial to a sustainable future for business and society.

2

Most of the big improvement opportunities come from addressing organisational performance factors holistically in their context.

3

Performance at the individual level is a necessary but not a sufficient condition for effective and successful organisational performance improvement.

4

How well the particular organisation is working as a system is key where its performance is concerned. Generic principles, edicts and other interventions have limited effect.

5

Understanding an organisation’s realities and the wide range of worldviews is paramount when planning interventions, including acknowledging the political and shadow side.

6

Training alone cannot produce organisational change, but should be used in support of other interventions.

7

Most opportunities to improve performance are found in the spaces between people and between functions rather than in individuals themselves.

8

What is going on in people’s environment (‘around them and between them’) mostly explains their behaviour and performance.

9

How people relate to organisation variables (power structures, policies, rules, protocols, incentives, accountability practice, etc,) is as important as how they relate to each other.

10

Organisations’ problems and opportunities are unique, so their solutions need to be too.
Our beliefs become our thoughts.
Our thoughts become our words.
Our words become our habits.
Our habits become our values.
Our values become our destiny. Mahatma Gandhi

Our approach 

  • We mostly work strategically with organisations and their top management as clients, rather than with individual employees.
  • We are concerned with the performance of individuals in the context in which they are functioning, not in isolation.  We do not run generic skill
    courses.
  • We are pulled forward by future possibilities and progressive ideals and scenarios.
  • We have a strong research arm and use robust dialogic processes.

We apply leading-edge thinking before it has become commercially embedded.