We work with performance professionals and their customers...
responsible for a human resources or developmentfunction
human resource development
responsible for a performance improvementfunction
organizational development (OD)
operations excellence (OE)
process improvement, or
a project management
Or you’re an
executive or line manager directly responsible for:
turning strategy into
high-performance culture, or
getting the best from your
Are any of these scenarios true for you?
satisfied with the performance
of specific areas, functions or teams in your organization – or
you'd like to improve upon even high levels of performance. Where would positive changes in performance have a big impact on
You’re not satisfied with the impact of performance improvement initiatives. You’d like to see clearer links to business
results, better use of resources and bigger behavior changes. And better integration – to see key initiatives become an integral part of the organization's culture and daily operations.
You have challenges with the following human performance applications:
analysis and design:
You’re not consistently troubleshooting, optimizing and planning the performance of
managers, teams and individual contributors. You
may struggle to:
define great performance in
precise terms, and
engineer environments that support
Alignment: You see
people not working together effectively to achieve organizational
goals. Common difficulties relate to lack of alignment:
among managers at different levels of the organization
cross-functionally (ie, "silo" behavior)
among members of a team (or between teams), or
between various performance improvement initiatives.
You struggle to:
identify where learning initiatives can drive business results
design and implement them quickly and cost-effectively, and
implement them so they produce behavior change.
Best practices (knowledge management):
You're not capturing and leveraging the "internal best practices" that
distinguish top-performing managers, teams
and individual contributors from their peers. Or those best practices
are not being effectively transferred to others through:
competency models and systems, and
performance management systems.
planning (change management): You're not getting projected benefits from major changes like:
mergers and acquisitions
performance improvement initiatives.
Tools and transformation
Although many performance improvement toolkits provide great resultstheir use is limited to a relatively few highly-trained specialists. Many of the toolkits in use today
– such as Lean/Six Sigma, PMBOK, Human Performance Technology
(HPT)/Human Performance Improvement (HPI) and many OD/OE/CM methods:
are too complex to be widely used
require large projects and high resources for significant payback, and
do not address a broad range of human performance improvement applications.
Because of their relative complexity these
tools are often hard for our internal customers to understand, remember
and use. When we "speak a different language," stakeholders may
treat us as strategic business partners
leverage important tools broadly, and
achieve critical business results.
Consider the possibility for transformation by
providing simple-yet-powerful, plain-language tools throughout the
organization. What's the potential impact of involving everyone
in planning, optimizing and troubleshooting performance.