- IMAGO™ - Fast Change
- FULCRUM - Creating Alignment
- FUTURITY - Strategic Visioning
- OST, The conference model®
IMAGO™ our whole system change process is all about coming to terms with the fact that learning and change are very personal matters and Change being a non-linear process one rarely reaches an end point – it keeps rolling forward. Along the way you are required to adjust your plans many times in order to respond to constantly changing circumstances. This plan-do-review cycle is repeated so frequently that planning and implementation becomes inseparable. Based on the specific needs of your organisation we will be able to customize the design with validated and tested elements that will make systemic, fast change processes a reality.
- Workout®, iforum, Simu-real
FULCRUM™ creates a tipping point so powerful that execution will seem seamless and consistent. The process using elements from validated large group intervention methods promises to deliver a coherent, systemic response across the system. It’s not so much about setting direction as it is about getting everyone on the same page. You have a plan you want to see people bought into across the organisation and are willing to let them own it then FULCRUM™ is for you.
- Future Search®, Appreciative Inquiry Summit, ICA - ToP Strategic planning®
Organizational structures and processes are very often silo-like. In most organizations getting movement toward a radical concept seems like a pipe-dream. Vision-based planning is one approach to getting alignment. To develop a shared vision requires a strong suite of whole-system design technologies. This alignment gets a big push from the fact that the “whole system is in the room". This fundamental shift in the way that people work, and which people are working, has a variety of effects in creating an aligning vision. Probably the most important is that it is a base for integrating innovation concepts among people with similar aspirations in hereto-fore disconnected parts of the organization. Not surprisingly, the same phenomenon surfaces competing conceptions of what is desirable and feasible to be worked out.
|
|
