Our Engagement Model

“Specialists in the globally integrated organization.”

Our clients need to build more integrated global organizations. We accelerate this process by helping them build more integrated matrix, virtual and global ways of working.

  • Consulting and support for Senior Leaders driving organizational transformation
  • Building the capabilities and confidence needed to lead, cooperate and succeed in a complex, matrix, virtual and global environment.
  • Driving sustainable change in ways of working and people practices to create a truly integrated organization.

We work with organizations at two main levels

The transformation journey

At the executive level, our engagement is usually support for senior leaders driving organizational transformation around four waves of organizational change required to become a truly integrated organization.

These four waves start with clarity around the strategy. Most senior leaders are pretty clear about the “why”, but often don’t communicate this effectively to the rest of the organization.

The second step is in aligning our structure. We are not the people who draw the boxes and design job descriptions, but we have learned that many organizations initially go too far with their matrix. We help executives identify where the matrix really adds value and how to refine the matrix to make it easier for people to operate it.

Then we align systems, many organizations focus on ERP and financial systems, we focus on aligning the important people processes – goal setting, appraisal and key performance measures.

And finally we work on the skills that senior leaders and their people need to make their matrix successful.

This journey represents a major change process and we work with senior leaders and their HR and OD heads to understand and support this change systematically.

Building matrix, virtual and global working capability

Here we focus on building the capabilities and confidence needed to lead, cooperate and succeed in a complex, matrix, virtual and global environment.

In this area, we talk about the 6Cs.

  • In context, we help people understand why leading organizations use a matrix, and how to build acceptance and enthusiasm for this new way of working
  • in clarity, we help people to build clarity for themselves and align with others, and help them deal with higher levels of ambiguity, trade-offs, dilemmas and even conflict
  • In cooperation, we build the skills that people need to work with colleagues across barriers of distance, cultures, time zones, working through technology and organizational complexity.
  • In control, we bring tools and techniques for balancing the need to control with the importance of building trust and empowerment. This is essential in a distributed organization where accountability without control is the norm.
  • In community, we look at how to build the networks and communities we need to make our complex organization work and how individuals can remain both visible and engaged.
  • In communication, we train people how to maintain a heartbeat of communication in virtual organizations, and how to create engagement and participation when communicating is usually through technology and across cultures.

In each of these areas we bring over 20 years of practical experience, best practice from other leading organizations, process tools and facilitation support to help people apply these new skills and tools to their own context

 

Driving sustainable change in ways of working and people practices

To create a truly integrated organization it is not enough just to train an individual and send them back into an organisation that expects them to behave in the same old way. We also need to work directly on changing our collective patterns of work.

Succeeding in a globally integrated organisation requires different ways of working in several areas such as meetings, travel, decision-making and involvement.

In decision-making for example, it is relatively easy to give people tools for clarifying decision rights and decision processes. However in the real work context when we apply these, we have to decide who to exclude from decisions, which is an emotional issue. We have to be much clearer about who gets to be consulted, who are the decision-makers, and who we merely inform about the decision afterwards.

Changing our approach to decision making requires a change to our organisational assumptions about involvement and buy-in, this doesn’t happen overnight at a training workshop.

We face similar challenges in changing the way people lead, collaborate, travel, meet, stay visible and network.

When we make a major change of this type we also need to systematically change habits and practices, to embed the change in a sustainable way so that it becomes habitual. We do this through systematic change programs and campaigns.

This extends to changing who and which behaviours we celebrate and reward, to aligning our core learning curriculum and to changing operating routines to embed the principles around a more globally integrated way of working.

If you’d like to find out more about how we help global organizations become both more integrated and more effective, by managing change, building skills and transforming their ways of working, please get in touch with one of our specialists.

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