Servicios

Our programmes are designed to support the development of the individual and deliver tangible bottom-line results for the organization

We have been awarded an Excellence Award by one of the UK’s Top 100 businesses for their business leadership development programme. Also, RAND Europe reported that our development programme for clinical leaders at a London NHS trust had notable impacts at individual and organizational levels. At the individual level they reported enhanced communication and negotiation skills and increased confidence. At the organizational level they found behaviour change among staff, with evidence of effects to non-participants towards a greater focus on patient-centred care and a perception that the programme influenced staff morale and working culture within the trust.

The success of an organization depends on its people: their ability to analyse their area of responsibility and effect change for the benefit of the whole system. Our development programmes are designed to achieve these two aims simultaneously.

We teach and coach participants in:

• the necessary Theory of Constraints (TOC) content applicable to the organization’s needs

• the skills to lead a change for the organization that help catalyse change in behaviour within themselves and their colleagues

The approach includes:

1. workshops that teach people the underpinning Theory of Constraints principles and change management tools and techniques.

2. development programmes that include the delivery of a live project for the organization. Our tutors support participants in the design and implementation of their project, ensuring the aims for the individual and the project are met.

3. coaching that supports and challenges individuals through the changes in paradigm that new knowledge brings and helps the individual to safely understand the implications for mindset, habits and practices.

4. senior management development including facilitation of discussions and coaching of senior staff.

5. large group events that improve communication and joint working by providing a space for facilitated discussion and sharing of ideas and views, effectively integrating operational requirements and developments with the strategic direction of the organization.

What if you could significantly decrease project lead-times and dramatically improve on-time reliability?  If your organization could complete 25% more projects with the same resource and in the same time, what would be the impact on sales, market share and net profit?

Many organizations struggle to manage projects effectively, with resources being stretched across many open projects. With too many projects open: 

• Lead-times increase

• Reliability falls and projects finish late

• Pressure grows to cut budget, while project scope grows

• Customers become dissatisfied

• Staff get stressed and turnover increases. 

Eventually it feels like nothing ever gets finished: chaos reigns and sales start to fall.  On the other hand, with too few projects: 

• Too many staff have too little work

• People become demotivated

• Prices get cut to attract work

• Sales and net profit are too low. 

By focusing on the key resources that determine the output of the system, Critical Chain project management ensures projects are finished on time, to specification and within budget.

An offer does not sell itself. Business-to-business selling requires the salesperson to know the causalities underlying the prospect’s environment

Having an offer that is service-based is a paradigm shift for sales and marketing who are used to competing on technology, design, product or price. 

The value of any offer is in eliminating prospects’ problems. We work with key staff to conduct a rigorous analysis which identifies their prospects’ core problem and the inevitability of the undesirable effects stemming from it. It then becomes clear what our client needs to do differently in their business to resolve this core problem on behalf of their prospects and therefore to deliver a remarkable offer to the market. We then build the market offers and the sales presentations with key staff before training the sales force in how to sell the new offer.

The board of any organization has responsibility to deliver continued growth without taking imprudent gambles which may jeopardise the future of the organization. 

Our approach focuses on building strategies for growth that capitalise on a new decisive competitive edge; one that meets a significant need of the client's customers and which no competitor can easily replicate. 

We work with chief executives and senior teams to:

• Identify a new decisive competitive edge for the client and their industry.

• Build a logic and evidence-based strategy and tactics map that verifies the decisive competitive edge and capitalises on it.

• Develop the operational systems to support the capitalisation and ongoing delivery of the decisive competitive edge.

• Develop the marketing capability to build a pipeline of new opportunities at a rate that meets and exceeds the growth targets.

• Develop the sales capability to maintain and strengthen current customers and win new customers.

• Develop the financial, software and organizational infrastructure to ensure rapid but progressive and secure growth.