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T H E   G R O U P   P A R T N E R S




LITTLE
BOOK
The Multi-Colored Book
Group Partners was created to fill a gap. It was born from a frustration
caused by the groundhog day of meetings and the inability to provide or
receive clear briefs. Over the last 10 years we have evolved our Practice
into what we like to call the ‘Pixar of Consulting’.
                                     Our mission is to change the way that
                                     Businesses think and work - and avoid solving
                                     the wrong problems really well.

                                     We have introduced a new and engaging way
                                     to shape the future – through a philosophy
                                     that we call Structured Visual Thinking™
                                     – SVT™. Encouraging thinking this way is
                                     proven to be the difference between success
                                     and failure, innovation and diminishing
                                     value, clarity and confusion.
The Multi-Colored Book
In Our
Experience
The pressures faced by businesses and               Achieving targets is rarely solely dependant
organisations in the 21st Century, , mean           on those working within the organisation.
that it is rare these days for senior leaderships   Most large organisations have to operate in
teams to be fully aligned and in tune with          a much larger ‘eco system’ where the internal
all of the challenges that each leader and          challenges are further complicated by multiple
their departments faces. In our view there          partnership and alliance, different agendas,
are many reasons for this and we see the            conflicting priorities and multiple definitions
effects and consequences in nearly all of our       and interpretations.
engagements. Nearly all of these causes link
back to one common theme.                           This is the world that we thrive in
                                                    – one that demands 21st Century
Organisations are simply not designed for
collaboration and integration:                      thinking and techniques.
• Targets and goals are set against individual
  departments and often conflict

• There are no meaningful or effective
  consequences for failure – or success

• There are often significant disconnects
  between the senior leadership and their
  strategy and vision and the ‘day job’
The Multi-Colored Book
Unpacking SVT                                    ™
SVT™ is all about bringing visualization to complex or critical issues –
in a way that enables everyone on the team to understand.
Ensuring that there is structure within these discussions enables logical and important
reasoning. No matter what we are doing in Group Partners we are applying SVT™ and for
our clients that starts from the moment we have our first conversations. The degree to which
we apply the three dimensions can vary but they are always driving the way that we approach
our assignments.
The Multi-Colored Book
There is no deep or hidden meaning behind the three –
they mean exactly what they you might expect:
Structure     – without some structure to a challenge and without being about to create
some degree of order from complexity, it is particularly challenging to shape the future. For
us structure primarily takes the form of architectures and frameworks within which we can
develop context. We have developed an approach called 4D™ which we will explain later.

Visual    – even for people who wouldn’t class themselves as visual or creative, an image
provides significantly more clarity and meaning than words alone. Visualization brings a subject
to life and removes ambiguity and semantics. There was a time when it was the only form of
communication – telling stories through pictures dates back to the earliest days of man. We
have a very unique approach to visualization.

Thinking – the world that we live in today is not exactly conducive to taking time out to
think, time is becoming too rare a commodity and the result is that we spend most of our
time simply reacting or just ‘doing’. We believe that quality time now and then – especially at
critical times in a businesses lifecycle – pays dividends and should never be underestimated
or undervalued.

It is sometimes quite hard for people to fully appreciate the benefits of this approach until they
actually experience it fully, and we often find it hard ourselves to explain the core principles and
why it is so effective.

Our aim is to achieve simplicity for the client - achieving that is anything but simple!
The Multi-Colored Book
Through this article we
would like to invite you into
our world and share a little
 of our passion with you.
Applying SVT
           ™   We have already mentioned that
               we apply SVT™ throughout an
               assignment. It is used in a number
               of ways through a number of roles
               within our Practice.
               Out of all of the modes of application the
               most powerful by far is achieved through
               group intervention.

               The effect of a getting a group of people
               together to have a series of open conversations
               about something that unites them (or needs
               to unite them) without burdening them with
               process, opinions, yet more expert advice is
               more than a little liberating. We firmly believe
               that bringing in an expert too soon to solve a
               challenge clouds the issues and immediately
               constrains potential for creating real value
               and innovation. At some time expertise will
               be required – it is simply that the time for that
               has to be when there is real clarity over the
               opportunity or challenge.
As Lewis Carroll famously said:


      If you don’t know where
      you are going, any road
      will take you there.
 – therefore it goes without saying that if you ask an expert what your problem is they will
immediately solve it from within their sphere of expertise.
Trust us –

it Works!
Coming to a workshop unprepared
  and without the inevitable slide
    decks to present or a declared
   method to follow can require a
                     leap of faith.
       For us there is a fine balance between    There is a lot more structure and logic to this
   providing enough information to reassure      process than will be immediately obvious
   attendees and too much that overwhelms        – this is due to the 4D™ approach that we
        them. It is also much more valuable if   have developed over the years. All of our
   attendees arrive with open minds – so any     conversations find their way into a logic
   advance questions or actions are carefully    framework – or at least the critical aspects
       considered so that we are not guilty of   of the conversations, the insights and
leading the witness ahead of the discussions.    observations that will help the team to gain
                                                 value from the engagement and equip them
                                                 to continue to work on the program after we
                                                 have completed our assignment.

                                                 Our workshops are fun, highly interactive,
                                                 very inclusive and intense. They are meant
                                                 for teams who want to have a real say in the
                                                 future success of their company; they require
                                                 focus, commitment and engagement.

                                                 And they work – as long as that
                                                 commitment persists beyond
                                                 the event.
The Multi-Colored Book
The Science
              Knowing how to guide and
              interpret conversation and
              how to make the most of
 Behind the   complex information is where
              we claim expertise.
  Approach    We have been thinking like this for
              many years – for us it is the only way
              to think and we spend a significant
              amount of time exploring related
              philosophies and capturing experiences
              so that we keep our approach
              continuously evolving and responding
              to changes and new insights – our
              thinking has to stay relevant to the
              world in which we all operate.
The Multi-Colored Book
Introducing
              Frameworks
       4D™ is framework approach that
   underpins 4 steps covering everything
     from strategy definition through to
              planning implementation.
This is simply a logical sequence of progression and
     you will find many variations of this theme – this
one works well in our world and has the benefit of a
   governing logic framework supporting each step.

        The first thing that we do is to form a concise
statement of the problem that we are trying to solve.
We call this the Exam Question and it will shape and
govern every conversation that we have as a group.
The Multi-Colored Book
The four ‘D’s stand for:
• Discovery




• Development




• Decision




• Deployment




At this point we could dive deeply into the logic behind each framework. As tempting as
that is we have covered that fully in separate publications so will limit our explanation to the
following pages.
The Multi-Colored Book
DISCOVERY
  DEVELOPMENT
DECISION DEPLOYMENT
The Multi-Colored Book
D1
 Discovery – is about building alignment as a team and
 uniting against a clearly defined challenge / problem /
 opportunity. There are 11 conversations that are governed by
 the Discovery Framework and we spend a day in session with
 the team to populate it.

 The Framework is underpinned by a logic that connects each
 module to present a whole systems approach to the outcome.
 This is the Business Equation. In Discovery this reads:
      By what decision criteria [H] do we decide what value
 proposition, story or offer [G] about which mix of product [E]
 and/or service [F], gets delivered through which channels [D],
 addressing what trend, market issue or point of pain [C], to
 which (most valuable) customer segments [B], resolving what
 aspiration or need [A]. With what capabilities and behaviors [I],
 against what time-line [J] achieving the goals [K] at minimum
 risk and maximum return on investment?
The Multi-Colored Book
D2
     Development – is about framing our strategy or program
     and building the rationale for the business case and
     implementation plan. This framework makes sure that we really
     are building a program that will deliver the outcomes we want.
     There are eight conversations in this framework. We spend two
     days with the team to create the first baseline and often work
     on multiple iterations.

     Development is also supported by its own Business Equation:

          To achieve the desired Strategic Outcome; (the ultimate
     goal) (H) and deliver the Redefined Conditions (G); (the
     measurable effects that result) optimally enabled by the
     necessary Governance, Capability and Cultural Environment
     Operating Model (F) - what is the planned Roadmap of
     Activities and Actions (E), (Action Plan) that will deliver against
     the integrated Strategic Themes (D) that themselves are directly
     driving the effects in (G) and take the business towards the new
     Future Vision (C) based on the Business Imperatives (B) (the
     business drivers) which will move the business away from the
     Current Reality (A) and fully answer the Exam Question.
The Multi-Colored Book
D3
     Decision – is about making sure that we make the best
     possible choices regarding how we implement our strategy
     and manage the risks and uncertainties. Apart from the
     cascading information from the previous two frameworks
     there are three new conversations in this step. Decision
     sessions can run for three days in extreme cases.
The Multi-Colored Book
D4
     Deployment         – we only really have one conversation
     at this stage – but a hugely significant one that leads to
     many subordinate conversations. Deployment is all about
     doing whatever we decided we would do to achieve our
     vision. This is where it becomes quite appropriate to bring
     in experts if the capability is not available internally.
The Multi-Colored Book
The Complete
      Lifecycle
A complete lifecycle for us typically   Many clients ask us to continue to support
  runs for 4 – 6 weeks – based on an    them – through further refinement, return
                                        health/maturity checks, team on boarding
initial engagement. We don’t scope
                                        and communication. Our programs are
programs beyond that as that would      designed so that there is no dependency
 mean we were making assumptions        built in – we make the logic of the framework
           about the likely outcome.    freely available and encourage the team to
                                        continue to apply it. And we leave teams
                                        equipped with the outcomes fully packaged
                                        and with supporting guidance for its
                                        continued use.

                                        Sometimes members of our Expert Network –
                                        people who support our philosophy and can
                                        help clients to sustain the program – will be
                                        called in to work with the team after we have
                                        handed over the reins.
The Multi-Colored Book
The Multi-Colored Book
We called ourselves
 Group Partners
quite deliberately...
Our intention is to grow through    1. Our partners ask us to establish the
 partnership - helping others to       foundations for a larger programme.
  apply SVT™ themselves. We         2. We work with partners within our Expert
 have a few models that we can         Network to jointly deliver a programme.
         consider for doing this.
                                    3. We develop a joint offering that combines
                                       the 4D approach™ with a partners core
                                       capability. This has been done to great
                                       effect in areas like Customer Excellence
                                       where the additional capability also
                                       shares a strong neutral stance.

                                    4. We accredit and licence others to apply
                                       all or parts of our approach using
                                       specially built tools and with appropriate
                                       capability transfer and support.
The Multi-Colored Book
Typical Programs
We establish the most appropriate program for an assignment once
we have a clear brief and have started to shape the Exam Question.
However there are a number of ‘species’ of program that form the basis
of any engagement:
                          1. Entry level - alignment of teams and creation of strategy
                             or high level change/transformation programmes

                          2. Team Engagement - socialisation and engagement of
                             the enterprise around a new strategy or programme

                          3. Effective Communications - bringing stories to life
                             through sophisticated interactive tools that can be
                             deployed across the enterprise

                          4. Excellence programmes - unpacking a strategy
                             or programme to focus on specific areas where
                             excellence is the ambition - Customer, Operational and
                             Leadership

                          5. Making Change Stick - working with our sister company
                             - Affiniti - to ensure that the vision and programme is
                             embraced and sustained throughout the enterprise
“Helping our clients avoid solving the wrong problem really well...”




Group Partners Europe           Group Partners America            www.grouppartners.net
32 St James’s Street, Mayfair   111 West John Street, Suite 302   www.grouppartnerswiki.net
London SW1A 1HD, UK             Seattle, WA 98119

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The Multi-Colored Book

  • 1. T H E G R O U P P A R T N E R S LITTLE BOOK
  • 3. Group Partners was created to fill a gap. It was born from a frustration caused by the groundhog day of meetings and the inability to provide or receive clear briefs. Over the last 10 years we have evolved our Practice into what we like to call the ‘Pixar of Consulting’. Our mission is to change the way that Businesses think and work - and avoid solving the wrong problems really well. We have introduced a new and engaging way to shape the future – through a philosophy that we call Structured Visual Thinking™ – SVT™. Encouraging thinking this way is proven to be the difference between success and failure, innovation and diminishing value, clarity and confusion.
  • 5. In Our Experience The pressures faced by businesses and Achieving targets is rarely solely dependant organisations in the 21st Century, , mean on those working within the organisation. that it is rare these days for senior leaderships Most large organisations have to operate in teams to be fully aligned and in tune with a much larger ‘eco system’ where the internal all of the challenges that each leader and challenges are further complicated by multiple their departments faces. In our view there partnership and alliance, different agendas, are many reasons for this and we see the conflicting priorities and multiple definitions effects and consequences in nearly all of our and interpretations. engagements. Nearly all of these causes link back to one common theme. This is the world that we thrive in – one that demands 21st Century Organisations are simply not designed for collaboration and integration: thinking and techniques. • Targets and goals are set against individual departments and often conflict • There are no meaningful or effective consequences for failure – or success • There are often significant disconnects between the senior leadership and their strategy and vision and the ‘day job’
  • 7. Unpacking SVT ™ SVT™ is all about bringing visualization to complex or critical issues – in a way that enables everyone on the team to understand. Ensuring that there is structure within these discussions enables logical and important reasoning. No matter what we are doing in Group Partners we are applying SVT™ and for our clients that starts from the moment we have our first conversations. The degree to which we apply the three dimensions can vary but they are always driving the way that we approach our assignments.
  • 9. There is no deep or hidden meaning behind the three – they mean exactly what they you might expect: Structure – without some structure to a challenge and without being about to create some degree of order from complexity, it is particularly challenging to shape the future. For us structure primarily takes the form of architectures and frameworks within which we can develop context. We have developed an approach called 4D™ which we will explain later. Visual – even for people who wouldn’t class themselves as visual or creative, an image provides significantly more clarity and meaning than words alone. Visualization brings a subject to life and removes ambiguity and semantics. There was a time when it was the only form of communication – telling stories through pictures dates back to the earliest days of man. We have a very unique approach to visualization. Thinking – the world that we live in today is not exactly conducive to taking time out to think, time is becoming too rare a commodity and the result is that we spend most of our time simply reacting or just ‘doing’. We believe that quality time now and then – especially at critical times in a businesses lifecycle – pays dividends and should never be underestimated or undervalued. It is sometimes quite hard for people to fully appreciate the benefits of this approach until they actually experience it fully, and we often find it hard ourselves to explain the core principles and why it is so effective. Our aim is to achieve simplicity for the client - achieving that is anything but simple!
  • 11. Through this article we would like to invite you into our world and share a little of our passion with you.
  • 12. Applying SVT ™ We have already mentioned that we apply SVT™ throughout an assignment. It is used in a number of ways through a number of roles within our Practice. Out of all of the modes of application the most powerful by far is achieved through group intervention. The effect of a getting a group of people together to have a series of open conversations about something that unites them (or needs to unite them) without burdening them with process, opinions, yet more expert advice is more than a little liberating. We firmly believe that bringing in an expert too soon to solve a challenge clouds the issues and immediately constrains potential for creating real value and innovation. At some time expertise will be required – it is simply that the time for that has to be when there is real clarity over the opportunity or challenge.
  • 13. As Lewis Carroll famously said: If you don’t know where you are going, any road will take you there. – therefore it goes without saying that if you ask an expert what your problem is they will immediately solve it from within their sphere of expertise.
  • 14. Trust us – it Works!
  • 15. Coming to a workshop unprepared and without the inevitable slide decks to present or a declared method to follow can require a leap of faith. For us there is a fine balance between There is a lot more structure and logic to this providing enough information to reassure process than will be immediately obvious attendees and too much that overwhelms – this is due to the 4D™ approach that we them. It is also much more valuable if have developed over the years. All of our attendees arrive with open minds – so any conversations find their way into a logic advance questions or actions are carefully framework – or at least the critical aspects considered so that we are not guilty of of the conversations, the insights and leading the witness ahead of the discussions. observations that will help the team to gain value from the engagement and equip them to continue to work on the program after we have completed our assignment. Our workshops are fun, highly interactive, very inclusive and intense. They are meant for teams who want to have a real say in the future success of their company; they require focus, commitment and engagement. And they work – as long as that commitment persists beyond the event.
  • 17. The Science Knowing how to guide and interpret conversation and how to make the most of Behind the complex information is where we claim expertise. Approach We have been thinking like this for many years – for us it is the only way to think and we spend a significant amount of time exploring related philosophies and capturing experiences so that we keep our approach continuously evolving and responding to changes and new insights – our thinking has to stay relevant to the world in which we all operate.
  • 19. Introducing Frameworks 4D™ is framework approach that underpins 4 steps covering everything from strategy definition through to planning implementation. This is simply a logical sequence of progression and you will find many variations of this theme – this one works well in our world and has the benefit of a governing logic framework supporting each step. The first thing that we do is to form a concise statement of the problem that we are trying to solve. We call this the Exam Question and it will shape and govern every conversation that we have as a group.
  • 21. The four ‘D’s stand for: • Discovery • Development • Decision • Deployment At this point we could dive deeply into the logic behind each framework. As tempting as that is we have covered that fully in separate publications so will limit our explanation to the following pages.
  • 25. D1 Discovery – is about building alignment as a team and uniting against a clearly defined challenge / problem / opportunity. There are 11 conversations that are governed by the Discovery Framework and we spend a day in session with the team to populate it. The Framework is underpinned by a logic that connects each module to present a whole systems approach to the outcome. This is the Business Equation. In Discovery this reads: By what decision criteria [H] do we decide what value proposition, story or offer [G] about which mix of product [E] and/or service [F], gets delivered through which channels [D], addressing what trend, market issue or point of pain [C], to which (most valuable) customer segments [B], resolving what aspiration or need [A]. With what capabilities and behaviors [I], against what time-line [J] achieving the goals [K] at minimum risk and maximum return on investment?
  • 27. D2 Development – is about framing our strategy or program and building the rationale for the business case and implementation plan. This framework makes sure that we really are building a program that will deliver the outcomes we want. There are eight conversations in this framework. We spend two days with the team to create the first baseline and often work on multiple iterations. Development is also supported by its own Business Equation: To achieve the desired Strategic Outcome; (the ultimate goal) (H) and deliver the Redefined Conditions (G); (the measurable effects that result) optimally enabled by the necessary Governance, Capability and Cultural Environment Operating Model (F) - what is the planned Roadmap of Activities and Actions (E), (Action Plan) that will deliver against the integrated Strategic Themes (D) that themselves are directly driving the effects in (G) and take the business towards the new Future Vision (C) based on the Business Imperatives (B) (the business drivers) which will move the business away from the Current Reality (A) and fully answer the Exam Question.
  • 29. D3 Decision – is about making sure that we make the best possible choices regarding how we implement our strategy and manage the risks and uncertainties. Apart from the cascading information from the previous two frameworks there are three new conversations in this step. Decision sessions can run for three days in extreme cases.
  • 31. D4 Deployment – we only really have one conversation at this stage – but a hugely significant one that leads to many subordinate conversations. Deployment is all about doing whatever we decided we would do to achieve our vision. This is where it becomes quite appropriate to bring in experts if the capability is not available internally.
  • 33. The Complete Lifecycle A complete lifecycle for us typically Many clients ask us to continue to support runs for 4 – 6 weeks – based on an them – through further refinement, return health/maturity checks, team on boarding initial engagement. We don’t scope and communication. Our programs are programs beyond that as that would designed so that there is no dependency mean we were making assumptions built in – we make the logic of the framework about the likely outcome. freely available and encourage the team to continue to apply it. And we leave teams equipped with the outcomes fully packaged and with supporting guidance for its continued use. Sometimes members of our Expert Network – people who support our philosophy and can help clients to sustain the program – will be called in to work with the team after we have handed over the reins.
  • 36. We called ourselves Group Partners quite deliberately...
  • 37. Our intention is to grow through 1. Our partners ask us to establish the partnership - helping others to foundations for a larger programme. apply SVT™ themselves. We 2. We work with partners within our Expert have a few models that we can Network to jointly deliver a programme. consider for doing this. 3. We develop a joint offering that combines the 4D approach™ with a partners core capability. This has been done to great effect in areas like Customer Excellence where the additional capability also shares a strong neutral stance. 4. We accredit and licence others to apply all or parts of our approach using specially built tools and with appropriate capability transfer and support.
  • 39. Typical Programs We establish the most appropriate program for an assignment once we have a clear brief and have started to shape the Exam Question. However there are a number of ‘species’ of program that form the basis of any engagement: 1. Entry level - alignment of teams and creation of strategy or high level change/transformation programmes 2. Team Engagement - socialisation and engagement of the enterprise around a new strategy or programme 3. Effective Communications - bringing stories to life through sophisticated interactive tools that can be deployed across the enterprise 4. Excellence programmes - unpacking a strategy or programme to focus on specific areas where excellence is the ambition - Customer, Operational and Leadership 5. Making Change Stick - working with our sister company - Affiniti - to ensure that the vision and programme is embraced and sustained throughout the enterprise
  • 40. “Helping our clients avoid solving the wrong problem really well...” Group Partners Europe Group Partners America www.grouppartners.net 32 St James’s Street, Mayfair 111 West John Street, Suite 302 www.grouppartnerswiki.net London SW1A 1HD, UK Seattle, WA 98119