There are many path to growth. Together we seek out the solutions that will help you to establish the Optimal Path to Growth. Below you will find a short description of the solutions we offer. Before starting any process we will through a dialog with you customize the solutions that fit your business.
Insight & diagnosis
To assess the internal strength of the organization, a diagnosis must be made.
The Diagnostic process is a synergetic diagnosis, meaning that the relevant management team members perform the diagnosis in such a way that the total effect is greater than the sum the effects of the participants acting as individuals.
It is a comprehensive examination of the whole organization to determine its state of health and to identify areas of potential improvement.
THE OUTCOME OF ORGANIZATIONAL INSIGHT
Initiating a structured pathway for growth
- Establish a shared sense of urgency within the team
- Build the coalition through moment of truth
- Raise team´s awareness of their internal interdependency
- Harness conflict through mutual respect
- Clear channels of communication and a shared vision for success and growth
- Establish shared understanding of critical business drivers and interdependence
- Identify what needs to be done to bring the organizations to its optimal performance and its own best
- Examination is comprehensive, everything is put on the table in a safe and constructive environment
Chain of causality and the big picture
- The chain of causality is the “big picture” in terms of the company’s current state of health and capacity for development and growth.
- This serves as a platform for discussion and to decide from a holistic perspective what needs to be done and where to begin to steer the organizations toward the optimal path
- Establish the internal foundation for the Optimal Path to growth
Direction & Strategy
Initiating the Direction or any change process, from current status to NEW DESIRED status, requires that the people involved understand and are dissatisfied with the current situation and have a strong, shared desire to reach another state.
THE OPTIMAL PATH TO GROWTH?
The first part of the process revolves around the company’s market/product scope (MPS).
A clear statement of market/product scope will ensure organisational units develop plans and projects that are aligned to the top management and the defined scope of the company.
Market/product scope defining future growth is derived from an analysis of: Customer needs, Customer value, Segmentation and Market development
The management team determine the path for growth based on market segments and products and Choosing the right growth alternatives:
Consolidating current business. This alternative involves doing more of the same. It is about strengthening the core business of the company.
Product development. This alternative involves development of new products or alternatives for current markets based on matching current and future customer needs and competencies the company can leverage.
Market development. Here the intention is to grow by entering new markets or reaching out to new target groups.
Diversification. This is the most risky alternative, since it can involve the company entering a business in which it has no prior experience, but may be desireable based on specific opportunities or competences which can be leveraged.
Define what supports our growth
After determining the growth strategy, its needed to define performance parameters that will support the growth. It is helpful to think of the parameters using the following hierarchy:
- The overall goal for the corporation is at the top of the hierarchy.
- Strategic Pillars are at the second level outlining fundamental focus areas to support the overall goal. They are usually related to the financial, customer, operational, and HR dimensions, but can vary from case to case to cover specific areas such as culture or technology. Defining up to four pillars is desirable, but not a requirement.
- Key Performance Indicators (KPIs) are attached to each Strategic Pillar. There can be more than one for each, but preferably no more than three.
- Critical Success Factors (CSFs) are defined within each pillar to indicate which performance parameters they support.
- Tactics or initiatives are specific strategic initiatives supporting each CSF. They are time-limited and have measurable goals relating to the CSF. Further elaboration is in the Accountability Section later in this overview
Alignment & Culture
Strong alignment of corporate culture and strategic direction is a prerequisite for all employees to understand how they can contribute to the overall goals as well living the corporate values. Values and beliefs are the components of the corporate culture that make a real difference between success and failure.
To determine the corporate culture, we offer a cultural survey that provides a cultural insight and understanding of how to clear the internal avenues for growth.
Together we design a plan for alignment in your organizations that make it possible for all employees to “Walk the talk” and empower them to do the best for the organization
Alignment leads to high performance, which means:
- Common language and framework for implementation.
- High level of commitment.
- Clear performance goals
- Focus on objectives and results.
Accountability & Team
Strategic Accountability ensures instant and continuous progress through follow up and clear overview over strategic initiatives. If you recognize that what is urgent always presidence what’s important – then you also know that you need to establish strategic accountability to ensure focus on what’s really important for the overall business success
Through strategic accountability the management can track and make transparent the actual execution of the strategy of the company. It is easy and ensures a “no excuses” management process where overall execution performance is reported and reviewed across the company down to each individual. In essence an accountability system makes it possible:
- Systematize the follow-up of initiatives within the strategic framework and monitor results
- Ensure full transparency of progress and enable empowerment
- Set up a shared process for periodic review of strategy and performance throughout the organisation
TEAM and collaborative leadership based on the GRIP model, is a simple and effective approach to optimize your teams. You establish clear roles and responsibilities throughout the organization to bring out the best in teams and thus use the vast and often unused human resources we have available in the most efficient manner.
You establish the right focus on what is needed to manage and work in High Performance Teams. Good teamwork is the source of many benefits of the organization: Increased productivity, Increased ability to learn and develop, Greater interdisciplinary collaboration, The circle of care, Improved communication, Effective meetings, Better use of the individual’s resources.
The GRIP model:
GOALS: Clarity of purpose and direction as well as alignment with organizational vision, mission, and strategy. Understand the desires of the customer and encourage alignment and commitment on the part of every member of the team.
ROLES: Acceptance of the team leader and clarity on the roles of individual team members. Roles are about expectations and accountability, clear boundaries, and identifying and filling gaps in responsibility.
INTERACTION: Describes the trust team members have for one another, the quality of communication, circle of care, sensitivity and flexibility with each other, and effective methods for dealing with conflict. And, not to forget, the self-esteem of the team.
PROCESSES: Processes and workflow includes how decisions are made, how the team solves problems, how it addresses and resolves conflict, as well as the work processes, procedures and workflow necessary to do the job effectively and efficiently.
Leadership & change
Be the change you want to see. In order to make a change, one has to let go of the old ways and means, which is one of the most difficult challenges in life. In order to do so, one has to use the new qualifications to facilitate the needed change and qualifying leadership and employees to implement new solutions is necessary
Acceleration of the managerial contribution to the organization´s performance
Accelerate yours or the organization´s leadership potential through individual programs or leadership training for the teams
Being an executive is associated with high investments and expectations of performance from both the board, management and employees. Your success depends on how effectively you can live the leadership and positively influence the company´s culture, in order to support the strive to achieve alignment, ensure accountability and deliver the desired results. This process will ensure successful integration between business and personal leadership
Coaching & mentoring on strategic management issues covers all topics which the manager considers appropriate, including coaching on daily strategic and long-term considerations, reflections of what is important in the long term or urgent as “here and now ” tactical and operational decisions
Why Accelerate your leadership through IGROW. CEO ‘s and other executives are often in alone in their decision-making processes. Often it is not possible to discuss sensitive issues with the Board, colleagues or other key employees. This executive program offers competent conversation partners who have experience with the most delicate decision-making and strategic challenges. We offer to be a ” sounding board ” and give confidential “one-to -one” coaching and mentoring.
The IGROW process minimizes the risk of failing and ensures that your organization live up toyour own expectations
The benefit of the program is a successful integration, which include that:
- You unfold credibility, trust and make impact on the business from day one.
- You act in the organization with full integrity and full empowerment.
- You challenge yourself to a level that can transform the company’s potential for success.
- You establish and develop leadership with a steady hand and create ownership among the major stakeholders.
- You create optimal insight into your own assumptions on the organization’s real situation.
- You optimize and bring your own performance and leadership in alignment with the situation.
Your organization structure should support the strategy and is a major element of successful implementation
As conditions change, all kinds of patchwork adaptations are made, and over time the structure may no longer be appropriate for the organization.
Much time can be spent working on mission statements and strategic planning, but if the right structure is not in place, most of that time is probably wasted.
A good structure should have at least three components:
- The task or mission of the organization. What are we getting structured to do? A structure cannot be designed in a vacuum.
- Clear authority. We need to define who has control over what.
- Reward or motivation. This addresses the question,
“What’s in it for me?”
The main purpose of reorganization is to align structure with mission and have clear accountability for the organization’s products, services, and profits.
In many cases, the basic achievement center is based on product segment, but if one can organize against market segments so that the customer becomes the organization’s driving force, all the better.