Leap to success

Paralysed by Indecision and Inaction

After watching various news programmes I am appalled by the breaking news from so called experts on the state of our economy and the relative strength of our businesses.  I believe Sky, Bloomberg and the BBC are not running ‘Breaking News Stories’ but rather breaking our 'Business Spirit'.

Take a Look in the Mirror

The media talked us into this recession and are doing their best to keep confidence low now as we are struggling into Recovery.  I don’t see it happening until 2011.  The free market economy is based on confidence.  No confidence means risk aversion to any change is high.  This is precisely the time to invest in new businesses and new ways of doing business.  This is the time to take a good look in the mirror and ask how can we improve, how can we get better and how can we influence change and our capability and capacity to perform at the next level?

Fear & Breaking Spirits

Many organisations and their senior teams are paralysed.  They are not taking action to improve their performance.  They are paying too much attention to the breaking news stories – which incidentally change as the experts featured change.  Management Teams are stuck in fear!

If you want to take charge of your issues and implement best practise in change and improvement commit to a Discovery Review and take a 'Health check' on what is working for you and what is not..

Isolate Blockages & Improve

I am optimistic that one can isolate the ‘Vital Few’ issues that holding back business performance.  Working in partnership we can work with your people to promote confidence quickly that I know how to tune up performance by focusing on vital people and process issues.

In a very short time we can provide you with honest opinions on improving performance quickly.  Expect exceptional analysis and straight talking.

If you want to know what I have to offer quickly skim through the paragraphs below.

Research in Organisational & Cultural Change

We have created cultural and behavioural tools to drive business change and improvement. When I started out the field of change management there was confusion with practitioners over 'best practise' which we found confusing for clients.  We found a lot of the approaches just did not work because many were just training interventions staged very much as “mass baptisms” and “quick fixes”. There were many tools and techniques but no joined up approach which prompted to produce consistent results. We developed our approach working with leading ‘blue chips’ who needed prompt action and bottom line delivery.

Differentiate what works from that which confuses

I decided to separate what worked from that which led to frustration and only work with the methodologies that were proven to deliver results.  My background was economic and statistical analysis so I took a business route to change blending it with the most rigorous work in the behaviourial sciences.  My approach to business change was based on ‘reality’ of improving balance sheets rather than the dubious one size fits all of the generalised human relations approach.

Human Relations generalised and partial solutions

The trouble with the human relations approach was the practitioners.  They were good people but driven by a simple belief that if you were nice to the workforce, improve the work environment and add some degree of motivation that would magically  impact business results for the better. How can anyone believe that?  How exactly does more ‘human relations’ thinking actually cause and sustain business improvement?

This is a question I have asked thousands of times of these practitioners – I am still waiting for an answer.

We all know how wrong that thinking is  and how it has destroyed confidence in making change happen

Because those practitioners were mired solely in ‘soft skills’ concepts trusting in generalised solutions which delivered partial results many businesses who listened to their approach are now dead in the water or severely under-performing. I wish life was that simple as these people make it sound.

Focus only on what works?  Disregard the rest however appealing

I looked at what worked.  I tested concepts.  I closely monitored and measured that which worked from that which did not.  I differentiated my approach to using diagnostic tools that would give precise measures on what was not happening in business to construct tailored solutions that did work through implementing and monitoring results.

I looked at how organisations got over their issues – more importantly I looked how senior managers got other there’s.  The end result is my business approach to organisation development formed on tangible deliverables that add positively to the bottom line.

Over the decades I have refined the process of organisational change.  I believe I can help any organisation change their future and rid them of hindrances and barriers that stop them achieving their potential.