- Leanmap | Società
- Corsi | Certificazioni
- Consulenza | Soluzioni
- Gestione | Risultati
- Benchmarking | Test
- Prodotti | Scaricare
- Clienti | Supporto
Coach, Consultant, Manager
We offer three engagement options to meet our clients” needs. For basic engagements, we work as coaches, transferring knowledge to build skill and capability. If more assistance is required, we work as consultants to develop detailed solutions, ready for implementation. For maximum control over processes and results, we work as interim managers to implement solutions until results are achieved and systems are in place to sustain them.
Amount of Change
Determining the appropriate amount of change is key to a successful project. Improvement projects focus on enhancing what is currently working (‘Kaizen’ approach), while transformation projects establish a radically different way to accomplish a stretch target (‘Kaikaku’ approach).
|Condition:||Performance meets expectations||Performance below expectation|
|History:||Improvement potential recognized||Attempts to fix failed in the past|
|Approach:||Incremental improvement, soft change||Step improvement, radical change|
|Mode:||Kaizen Project = Performance Boost||Kaikaku Program = Performance Fix|
Point of Control
The control for the program can remain by the internal team, fully delegated, or shared between both parties.
|Assumption:||New knowledge will modify behavior and deliver better results||People are willing adapt and modify their behavior, following a clear direction||Buying external solutions and best practices will help to improve results|
|Method:||Offer information about trend, impact, consequences||Provide directive, people comply under pressure with risk that fundamental believes remain unchanged||Co-leadership, success depends on clear direction, level of buy-in and alignment|
|Benefit:||Change is not depend on a directive or external process||When rapid change is required or deadline is near; requires consequence management to be effective||Results happen quickly when driven by senior management|
|Example:||Trend analysis leads to internal restructuring||Swift action to bring delayed project back on track, and for turnarounds||Developing new organizational structure, business model update|
Level of Control
The level of control given to the external manager or consultant depends on the situation and desired outcome; it can vary from basic analysis assistance to full program ownership.
|Description:||External manager has full ownership over process and resources||Most decisions and authority is delegated to the external manager||Consultant helps people to understand, education intervention||Consultant helps in the analysis and provides knowledge|
|Benefits:||Speed, simplicity, autonomy to get thrings done||Quick learners develop skills towards independence||Individuals have a choice but there is a clear external recommendation||Internal team remains in full control|
|Disadvantage:||Fully dependent on the external leader||Uncertainties from shared directive||Uncertainties from shared directive||Endless discussion without action|
|Success:||When taking control while coaching individuals||When decisions are negotiated and agreed upon||When recommendations are bought in||When internal team is committed to the target|
|Feelings:||Can scare people and make them feel powerless||Can make people resentful because of limited control||Some people might get irritated from indirect approach||People feel free to decide what is right for them|
|Application:||When internal capability is insufficient to achieve the desired change||When decision is made but external help is required to implement||When internal action is not appropriate, using an external trigger to introduce change||When people need critical knowledge to proceed|
Contact us to support your journey to world-class – ‘Navigating to Results’.
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