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DRAFT 

For an engagement approaches

Channel 1

You want a fresh perspective — beyond long-standing approaches that have failed to deliver the needed results?

A challenging situation needs to be resolved?

It’s complex?
You don’t know how?

Quite often:

  • Solvable root causes are hidden beneath the surface
  • Those root causes point toward simple solutions 
Break into parts

These root causes are typically missed because complex problems are broken into parts. Only a few parts receive priority and funding.

As a result, the most damaging yet solvable root causes — outside the addressed parts — remain untouched.

Solution Possibility

With a whole-system view, the most damaging root causes become visible — revealing the highest-impact intervention points

Solvable root causes — which may hide behind the visible root causes — guide to where the highest-impact solutions at the lowest costs and risks can be found

Service Possibilities

Let’s TOGETHER:

Do a quick Health Check based on common root causes typically overlooked, as they are hidden below the surface 

Or

Quickly explore what the optimum first step could be

Channel 2

When the Challenge, Project, or Environment Is Complex

Solvable Challenges You or Your Organization May Be Facing

While

  • Many projects and innovations continue to fail due to the same solvable root causes — caused by the underlying root cause identified below
  • A simple Health Check could prevent this early on, or may get projects out of troubled situations

A common pattern when:
Compliance pressures in any of the following areas override lessons learned and Health Checks on executability, scalability, and value realization at the desired system level:

  • Cost savings, efficiency, automation, and reorganization projects
  • Models, best practices, and frameworks
  • Following the latest trends 

Often seen complications: 
Simplification efforts that create more bureaucracy in the medium and long term because:

  • Too many bureaucracy-creating practices are —unintentionally— used within the simplification effort itself
  • Groups outside the box are forced to take corrective actions when simplification inside the box overrides dependencies and needs

Add-on consequences

  • Groups outside the box are forced to develop their own solutions or give up — resulting in structural gaps, conflicts, and synchronization issues
  • Internal groups and clients are forced to accept service disruptions
  • Capacity Bottlenecks
  • Clients moving away
  • Reduced competitiveness

While Agile frameworks — similar to traditional best practices — have been unable to meet this critical need because of the root cause shown below 

Example:
While the phone industry was trying to reinvent the phone step by step, Steve Jobs listened to what users REALLY WANTED — even before they knew it themselves — and invented the smartphone

A common pattern:
For more than two decades, individuals with the skills required for this level of innovation have —unintentionally— been excluded by hiring and job-advancement criteria. Many have left, or remain hidden in lower-level positions

Why Our Long-Standing Solution Approaches Have Failed Us

—Solvable Root Cause—

Break into parts

We break complex matters into parts, and miss the most damaging yet solvable root causes outside the addressed parts

Solution Possibility

Quite often, the effective solution turns out to be simple — with possibilities to start small

With a whole-system view, the most damaging root causes become visible — revealing the highest-impact intervention points

Solvable root causes — which may hide behind the visible root causes — guide to where the highest-impact solutions at the lowest costs and risks can be found

Why Leave Highest-Impact Solution Possibilities at Lowest Costs and Risks Unused When …

A simple Health Check could free up resources and budget by preventing …

  • Predictable firefighting, 
  • Project derailment, and 
  • Avoidable innovation failure

EARLY ON?

A simple, one-word policy could drastically reduce internal bureaucracy at its most damaging root cause — by …

  • Preserving what works well, and 
  • Using the existing bureaucracy to integrate it into decision-making at all levels?

Targeted Leadership Questions could move organizations by …

  • Moving organizations beyond our long-standing solution approaches beyond the prevailing chaos of guidance, and
  • Aligning them around a common path?

Decision-makers and experts at every level could have immediate access to concise, high-impact guidance for agile yet reliable decisions?

Combining several of these possibilities could turn competitive weakness into sustainable competitive advantage?

Service Possibilities

Let’s TOGETHER:

Quickly explore what the optimum first step could be