2. Most businesses today were designed in (for) a Capability : Having the capability to do things
different era. That means at least a year ago. ‘well’ in the 21st Century makes a real difference
They were definitely not designed with today’s – that’s true in every walk of life. These capabilities
dynamic context in mind. Their processes and include critical thinking with impartiality and
systems were deliberately baked to withstand objectivity, achieving marketable insight through
nuclear attack. They were fixed in place (and patterns, applied creativity and decision quality are
now highly resistant to change) because their some examples. Nowadays being comfortable with
ambition (and idea) of success was driven by a ambiguity, systemic thinking, and visual thinking
desire for efficiency rather than flexibility. are rapidly becoming the newer imperatives.
Now – imagine what we need to do to change And doing these things ‘best’ is what distinguishes
this. What will need to be thought about? the leader from the commodity, being right in the
Everything, right? Capability, Composability and game versus being just a bystander. Having the
Extensibility – thinking that covers everything. capability to understand and then master the new
dynamics and opportunities of the current business
world is still very rare. So creating, transferring
and maintaining these newer capabilities within
an enterprise is now the new battleground. This
field and practice marks out the opportunity we
believe is central to the progress and performance
of every business.
Capability
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3. BUSINESS PROGRESS AND ‘OUT-PERFORMING’
Developing the attitude to win by getting to grips with
today’s Dynamic Business Reality.
Composability : Most situations our clients find Extensability : Extensability on the other hand is
themselves in are paradoxically highly the same a way to deal with the future now – but central to
and highly unique. both Capability and Composability. By thinking
differently and imaginatively about what patterns
For example they demand the distinction and we see (or have experienced and can calculate)
differentiation of their position and brand – yet we can ‘engineer’ smarter pieces into the way
they are dealing with the same marketplaces, we think, build and work that will enable far less
multiplicity of channels and the critical systems risk and cost than if we were to add them in at a
and resources as most of the competition. They later date.
want to solve their specific problem – but these
problems are very similar in nature to those of
every other business – cultural, behavioural,
Extensability
leadership, decision making quality and so on.
Composabilty is therefore a way of thinking –
orchestrating all these moving parts into unique
combinations of other proven approaches or
solutions – in rapid time.
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4. Matching thought with practice.
We have been supporting
leadership teams in a number
of ways over the last 12 years
– always with a view to the way
the world is heading and the
eternal challenges of dealing with
increasingly complex dynamics and
staying relevant in business. Over
the years we have been studying these
dynamics and helping to translate and organise
them into better frameworks. Everything that we
have learned (and continue to learn), combined
with our continuous exploration of the world
dynamics, has been applied to a new model for
Consulting Services.
The same core principles and philosophies that have
guided us over the years are still present; this is an
evolution of an approach that will never stand still
for long – because the world won’t let it. We believe
organisations need these kinds of services; the
kind that take a different, more agile, approach to
dealing with complexity and dynamic environments.
This new range of services are described in this
portfolio and there are many permutations possible
that we can consider based on the Exam Question,
the level of ambition, level of complexity and
degree to which our support is needed.
Fundamentally they represent what we think it really
takes to change ‘The Way Businesses Think
and Work’ – the degree of change needed by the
organisation and the capability that is available to
drive this from within will ultimately determine the
right programme.
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5.
6. A New Business Model for Services
Leveraging skills and capabilities that are not In Group Partners we draw from a number of skills
readily available within the enterprise. and disciplines that we believe represent the vital
ingredients of our contribution to our clients:
One of the realities for most organisations is that
they are not easily able to look objectively at their Objectivity and Neutrality – not swayed by any
context to see what needs to change, or even where one particular perspective and able to look clearly
the real problems lie. The response to that for many at a given challenge and context to see it for what it
years has been to seek external help. While there is really is.
complete sense in the consulting model principle, all
too often the end result is either a costly dependency Insight – from across Industry and based on a
on the consulting practice or short-term benefits that wide range of global challenges, built on practical
cannot be sustained. application working with senior leadership teams.
For this model to be truly effective there has to be a Critical Judgement – A holistic and structured
transfer to the organisation – capability, new skill, approach to strategic thinking and problem solving.
new insight and perspective – all leading to the
Rapid dissemination and synthesis – of complex,
ability to make change real and meaningful. And
multi-dimensional data.
anyone enlisted to help make this possible has to be
able to bring a specific set of capabilities of their own Creative approaches to collaboration – across
to make their contribution valuable and relevant. eco-systems and alignment of leadership teams.
Effective engagement of the enterprise – around
the vision and mission – to create widespread
ownership and commitment.
Honest and unbiased assessment – of maturity and
potential using models that take each organisation’s
unique context and dynamics into account.
Foresight – in tune with the world and the latest
developments.
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7. These are backed up by a variety of tools and
techniques that have been developed – and
proven over many cases – to create much needed
structure while still providing space and flexibility
to respond to today’s business dynamic:
• Structured Visual Thinking™ & 4D™
• The Dynamic Architecture™
• Capability & Excellence Frameworks
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8. The Portfolio Applied
D1 Discovery Framework
D2 Development Framework
Customer Experience Framework
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9. All programmes start with the first two phases of
our 4D™ Methodology – D1 Discovery and D2
Development. This will allow us to clarify the context
and Exam Question and to build an overarching
strategic framework. Supporting this will be your
personal Dynamic Architecture™ and Maturity Index.
The Dynamic Architecture™ is simply our way of
mapping the DNA of your organisation - it’s what
makes you unique and helps to illustrate your specific
complexities and dynamics as well as showing us
where your particular challenges are and giving us
insights into the best way for you to organise and
leverage your capabilities and assets. This will be
refined throughout the engagement until we reach a
point where it accurately reflects the best achievable
strategy and operating model for your business.
Capability Frameworks are aligned to the
skills and competencies – as well as the way we
will measure them – that are most critical to the
attainment of the outcomes and vision we will have
created. They make the implications and imperatives
very clear and allow us to validate that we are
building an aligned workforce and operating model.
An ‘Excellence Framework is simply that – a
way to drive excellence into the given area. We
have developed frameworks in all key business
areas – innovation, leadership, organisation culture,
behaviour, governance, technology, systems, process,
customer experience and so on.
Once we have identified specific
areas that require further clarity
(or re-design) we will ‘deep dive’
as appropriate using our Capability
and/or Excellence Frameworks.
The Dynamic Architecture
11. We have grouped our range of services into
two broad categories.
The first represents our offers to clients who are
eager to explore the art of the possible. They are the
thought leaders and market shapers – businesses
and organisations who thrive in complex uncertain
environments and are comfortable leading the way.
The second category of services represents our
offer to clients who – for various reasons – need to
take a more pragmatic and incremental approach
to change. These programmes are still designed
to stretch thinking and push at the boundaries,
but are more attuned to the immediate needs of
performance and alignment within the organisation.
In each case we like to establish a maturity
and measurement index that will be based on a
benchmark appropriate for your organisation.
The level of detail that we apply will depend on the
programme selected.
This index is the underpinning of our Dynamic
Architecture – all measurement will be based on
the capture and synthesis against the Discovery and
Development framework logic.
12. All Terrain Thinking
and Execution
Services specifically designed for 21st Century
thinking and creativity, for organisations that
are willing to make bold decisions and take
the lead in defining and shaping the future.
1. ‘THE EARLY WARNING BOOT CAMP’
Thinking out loud, generating possible scenarios
and ways of thinking before being bogged down
with the traditional ways of thinking and doing.
Thinking ahead/catalysing value into the system.
Reasons to engage:
• Fresh thinking is needed that requires
objectivity, experience, impartiality in accelerated
timeframes
• Revisiting the marketplace/exploring new markets
• Developing a growth plan
How we can help: Think tanks – retreats/
advances – visioning rooms, scenario modelling
and testing.
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13. 2. ‘BUILDING DYNAMIC TEAM
COLLABORATION PLUS!’
Capability transfer – getting teams ready for
anything – leadership excellence – transformation
/change/new strategy/new vision – spotting the
clues and insights, patterns and likely dynamics
playing out inside and outside the enterprise.
Reasons to engage:
• Changes are required and being made in the
enterprise
• Building new leadership teams
• Redesigning the organisation and/or the
operational platform
• Revitalising teams and equipping them to take
on a new strategy/challenge
• Creating strategic partnerships and alliances
– or merging organisations as a result of a joint
venture or acquisition
How we can help: Leadership
team assessments/boot camps,
goal congruence, building
flexible collaboration platforms.
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14. 3. ‘THE FUTURE CAMP/MARKET WATCH’
Just thinking about what next. The future of
everything – innovation/creativity around business
thinking – new products, new services – new
points of view.
Reasons to engage:
• Opportunity development and exploration
• Market creation – or redefining an existing
market
• Strategy development – initial exploration
and insight development
How we can help: Innovation lounges, value
proposition development, mapping the future
trends – context setting. The physics of thinking.
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15. 4. ‘UNLOCKING THE POTENTIAL’
Everything from the creation, shaping and
socialisation of a fresh vision through to its
realisation, ensuring that the right capability
is developed and a meaningful and relevant
operational platform is in place.
Reasons to engage:
• To bring a vision to life and create a model
that will sustain it
• Shaping a change and transformation
programme
How we can help: Storyboarding, capability
mapping and defining, organisational design.
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16. 5. ‘THE WHOLE-LIFE SUPPORT SYSTEM’
The science of performance – rehearsals, 21st
Century Thinking, stagecraft. Presence and the art
of engaging audiences in the 21st Century (from
iPad to iCan). A whole new dynamic language.
Reasons to Engage:
• Ongoing and wide ranging support is required
for leadership teams
• Client impact and quality engagement is critical
• Communication has to differentiate and grab
attention
• The ability is needed to engage across multiple
platforms
How we can help: Communications tools,
coaching and rehearsals, script writing, story
telling, choreography and information design.
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17.
18. Changing the Dynamics
For organisations who are looking to optimise and get
the best performance possible – while staying as close
to the forefront as is possible within their environment.
1. ORGANISATIONAL ‘HEAT MAPS’
Helping organisations to assess the maturity of
their organisation, identify an ideal state and plot
the strategy and approach for achieving it – with
a measurement model established to track and
measure progress.
Reasons to engage:
• Revisiting a strategy
• Gaining greater focus and alignment across
the enterprise
• Regrouping after a change in leadership
How we can help: Business DNA mapping
(create the Dynamic Architecture current state).
Alignment of Vision, Strategy and capability to a
new Future State. Creation of personalised maturity
model and supporting programme.
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19. 2. TROUBLE SHOOTING & DIAGNOSIS
Getting to the root causes of recurring problems
and challenges. Making sure that the underlying
issues are unearthed and fully understood – so
that corrective action can be taken to achieve a
lasting result.
Reasons to engage:
• Concern over performance – internal or
customer focused
• Parts of the organisation are consistently
experiencing problems and/or overload
• Inability to deliver expected results/outcomes
How we can help:
Forensic data analysis,
systems mapping,
surveys and interviews,
root cause assessments.
20. 3. RE-ENERGISING & COURSE CORRECTION
Rapid intervention of a strategy/change programme
that is stalled or failing in some way – may follow
Trouble Shooting and Diagnosis or be a variant of
that. This is designed specifically for change weary
enterprises that really need to change the way they
work but have repeatedly been unable to make a
significant breakthrough.
Reasons to engage:
• At the sign of a troubled programme
• It is hard to engage the workforce and make
the case for change
• There is clear resistance or apathy to change
How we can help: Storytelling, on-boarding
teams, creating ambassadors, developing the
business case, creating relevance for everyone,
decision compression.
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21. 4. OPTIMISATION OF THE ENTERPRISE
ECO-SYSTEM
Working with internal and external stakeholders
to map and align the Enterprise Value Network
so that it works in the most effective and integrated
manner and creates value for all parties.
Reasons to engage:
• There are many disparate groups who need to
work closely together
• A new service provider is engaged – or before
ideally to define the right model and relationship
• Thinking about the implications of a change
to the organisation
How we can help: Eco-system mapping,
collaboration platforms, goal congruence,
excellence frameworks.
22. 5. CAPABILITY TUNING
Primary focus on identification and clear definition
of the capabilities (and disciplines) required
across the organisation (and from external parties)
to achieve successful and sustainable outcomes –
with alignment of performance measures.
Reasons to engage:
• When it is time to raise the bar on capability
• There is a specific need to excel in a specialism
or discipline
How we can help: Capability frameworks,
maturity models, operational alignment.
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23. 6. BUSINESS VALUE-CHAIN SUPPORT
Enterprise focus and connection – collaboration
and co-creation at multiple levels of granularity.
Embracing the enterprise beyond the elite teams.
Reasons to engage:
• To revitalise a workforce around a vision/strategy
• To increase the likelihood of successful execution
How we can help: Road shows, communication
and collaboration tools, The Art of Dialogue.
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24. “Helping our clients avoid solving the wrong problem really well...”
Group Partners www.grouppartners.net
32 St James’s Street, Mayfair www.grouppartnerswiki.net
London SW1A 1HD
