INTENTIONAL CONSULTING

 

There are two approaches to the consulting practice in the market place. Most people are familiar with the Expert Consultants who have knowledge or expertise in a particular area and they are hired to examine an organization and their business practices. They focus on getting THE ANSWER after they have done their analysis in a certain period of time a day, a week, a month. They advocate they know more than the individuals who hire them and they will direct an organization in the necessary changes for success. People in the organization are more likely to just comply with the recommendations. After the consultant is gone, in this approach, people in the organization tend to fall back on their previous behaviors.

 

The other approach, the Process Consultants, considers people have been successful in their business and they know their industry. Process Consultants often have expertise in many industry segments and their objective is to provide a framework in which opportunities for positive change, whether breakthrough or incremental, are identified. Process Consultants using discovery techniques help draw out the best thinking in an organization, giving the participants a voice and a stake in creating a future of their design. Since the Process Consultant develops strategies and ideas from inside the organization, it propels the organization forward because the vision, strategies, and plans are the work of the participants themselves. They are committed and as such they bring an energy, passion and excitement that cannot be generated if they are compliant. The Intentional Leadership Institute uses the Process Consultant Approach.

 

THE INTENTIONAL LEADER CONSULTING

 

The traditional management model is no longer effective. Top executives today need to adapt their leadership styles and practices to meet the challenges of doing business in this ever-changing economic environment.

 

Today’s climate causes many executives to question their current and past practices and to seek new business techniques that will give them a competitive advantage. Key questions include: “What needs to change”? “How will we do it”? “What should I be doing differently”? To win in the global marketplace organizations must continuously adapt to change. Change can be imposed on a company by outside conditions or interventions initiated from within, such as Total Quality Management, Continuous Improvement, Process Redesign, Organizational Restructuring, Downsizing, etc. Whether the change is external or internal, “The Intentional Leader,” (TIL) helps organizations minimize the pain and other effects caused by radical changesthatoccurwhenashift based in values, vision and purpose takes place. “TIL” represents a powerful collection of tools and techniques that build organizational capabilities.

 

When we speak of change, we are not describing one thing, but many things.  We know that organizations must find ways to continuously realign to a discontinuous environment.  The real challenge is learning how to live with the management paradoxes such an environment presents.

 

TIL is designed to help us better understand the dynamics of change at work in contemporary organizations. We've learned that as organizations mature they encounter a major paradox: maintaining the mainline business while transforming and recreating themselves to stay competitive. 

 

THE INTENTIONAL LEADER WILL IMPROVE YOUR BOTTOM LINE!

 

INTENTIONAL STRATEGIES CONSULTING

Intentional Strategies is a consulting process that can dramatically improve the quality of group decisions and actions.  First, it stimulates and focuses the creative energies of the group on the desired and aligned outcome. Then, it integrates and synthesizes qualitative data generated by the group and makes it available for immediate analysis and consideration. Intentional Strategies specifically identifies disagreements within the group and provides an efficient process for resolution. The result is an effective, flexible action plan that has the active commitment of the group.

 

It is unique design that allows for anonymity, group discovery, brainstorming, creative thinking and frank communications. In addition, the following dynamics take place:

 

·  Software allows for immediate feedback on issues or questions

·  The participants get to “see” the differences of opinion without intimidation

·  The use of technology allows more productivity

·  Everyone gets to participate, no exceptions

·  Alignment and buy in is achieved on the problems, issues or decisions

·  Immediate analyses

 

Intentional Strategies consulting can help organizations address their specific needs on almost any of the issues or areas the company wishes to focus on.

 

Intentional Strategies uses a combination of computer, software, interactive wireless keypads and facilitation skills to increase the effectiveness and efficiency of any of the sessions.

 

Our consultation includes a three-step process: Determine objectives and desired outcomes prior to the session, facilitated strategic session with a computer-assisted tool and post session recommendations.

 

STRATEGIC BUSINESS PARTNERSHIP CONSULTING

 

The Creating a Strategic Business Partnership program is a highly interactive process that is designed to take the existing relationship between a buying and selling organization to a new and profound level.  It is for customers with whom you are currently doing business. A critical outcome is the creation of a business relationship in which there is mutual economic benefit for both organizations.  This process brings together the stakeholders of boththe buying and the selling organizations who can take the business relationship to a new and dynamic level.

 

The process first establishes trust among all the stakeholders before it moves to a discovery state to identify barriers and opportunities. The participants go through a series of facilitated exchanges to help them understand and assimilate the gains they will have by shifting from a transaction-oriented relationship to a true business partnership. Establishing mutual trust is the foundation needed for a solid partnership.

 

The next step is to move to the discovery stage to gather information, identify the critical issues and get the key players to prioritize their expectations and needs. This leads the group to measure their current performance on the key issues so they can identify mutual opportunities to do more business together. In the facilitation process the participants identify no more than five key issues that are important to the buying organization that the selling organization can impact.

 

At this point buyer and seller organizations realize that the status quo is not an option and that a different context will increase the abilities for both parties to make more money and save money. They further realize that it is way too expensive to continue to do business under the current situation.

 

This turn in events positions the buyer and seller organization to look at future economic benefits in problem solving entering into a different relationship: Partnering. This gives birth to a new vision, shared objectives and responsibilities for a more profitable relationship.

 

“Everybody knows the game, but today nobody knows the rules because they have changed.”

 

THE ORGANIZATIONAL TRANSFORMATION™ SIMULATION

The old Business Model is OBSOLETE…

There is no growth potential in a “thing.”

 

Leaders must declare that everything, everyone, every relationship and every process is potentially operating with “old rules.  The current “paradigm” still works, BUT it is not revealing the potential of the NEW REALITY. 

The difference cannot be copied or benchmarked because it cannot be seen.  No company can survive based upon “adversarial” relationships.  Everyone must play the “new game” together.  Most attempts to embrace the changes needed are aimed at “functional perfection” within the “old game”. 

The answer is “wholeness”, the “invisible interaction” of people.  The Industrial Revolution and the Machine Age harnessed physical forces and technology.  People were reduced to the “things” of production in order to make them obey those laws. 

The answer is NOT about being nice to the “things”.  It is about the transformation of the “things”.  “Wholeness” has little to do with the force of higher authority.  “Wholeness” is not teambuilding.  It is the phenomena of any great cause.   A great example of a “wholeness” initiative was the landing of a man on the moon.  The 1960s Space Program was a “wholeness” initiative, rather than “teambuilding.” 

The innovation of the Industrial Age Business Model was the assembly line.  That innovation has been perfected.  In the Transformational Leadership Simulation you will experience the frustration of trying to further perfect the assembly line. 

During the Simulation you will experience and execute a Business Model called Mass Customization.  During the Simulation, you will experience “contextual blindness” and the path to the future without risk.

Astronauts use simulations before going into space to anticipate the contextual differences between a gravity based environment and the weightless environment of space.  Airline pilots simulate emergencies and the military simulates battle plans, learning from mistakes where the risks of failure are not a threat to life. 

A Simulation confirms that the application of “old content” is not appropriate within the “new context”.  Case study “content” being taught in MBA schools isn’t wrong for the “context” in which it was intended.  Six-Sigma is brilliant “content” within the “context” of the “old game.” 

Never before in modern business history have the “context” and the “content” changed simultaneously.  The Transformational Leadership Simulation allows you to “fly” your organization into the future before you decide on “old game” dynamics that are technologically obsolete.

For additional information, ask for a detailed overview of the Transformational Leadership Simulation.