Unlock unimaginable performance

We are passionate about helping individuals and systems unlock unimaginable performance by tapping into their latent potential. The latent human potential of a system is the new frontier of competitive advantage and it simply cannot be tapped into by traditional management and consulting approaches.

Do organizations have time to transform?

If an organization focuses only on environment, it can take them five years to transform. In today’s fast-paced, globally competitive marketplace, that’s just not a practical option. By focusing on people – on the human dimension – in addition to the environment, we can accelerate transformation from five years to 12 to 18 months.

We apply a hard metrics approach to transformation, integrating both the human and system dimensions to ensure significant shifts in performance culture within a two-year timeframe. Our services are:

Change management in support of business process improvement

Operational improvement; lean/six sigma; sales and marketing effectiveness; technology enhancements; mergers and acquisitions.

Performance and culture transformation

Increased innovation; greater customer centricity; enhanced empowerment; breaking down silos; merging different organizational cultures; rapid growth and integration of new personnel; cost reduction, etc..

Leadership development and team alignment

Increased accountability; effective high-stakes conversations; results; quality; wellness/balance; timely and effective decision-making; building leadership courage; alignment on purpose and trust building.

Overcome intractable barriers

People often think they can force others to transform. The opposite is true. If we push people to transform or make choices, they tend to increase their resistance. When the C-suite forces transformation, it’s actually harmful to the organization in the long term. Perhaps you’ve encountered barriers such as these:

  • Overt or covert resistance to change from leadership or the frontline; cynicism about culture or the ‘next new program,’ or competing cultures long after a merger.
  • Consultants who make recommendations but don’t make a difference – with no real changes in culture despite changes in processes and performance management.
  • Leaders who blame others, avoid the tough conversations needed, or feel disempowered to make the most critical decisions impacting their business.
  • Decision-making driven primarily by fear, leading to mediocre decisions.
  • Implementation driven through hierarchy and compliance rather than inspiration and commitment.