OUR METHODS

How we work.

How we work.

We use a disciplined set of methods to define the gap, uncover its causes, make the necessary choices and mobilize people around action.

We use a disciplined set of methods to define the gap, uncover its causes, make the necessary choices and mobilize people around action.

Business outcome

→

↓

Performance gap

→

↓

Hypotheses + evidence

→

↓

Root causes

→

↓

Organizational choices

→

↓

Action

From performance gaps to tested organizational choices.

From performance gaps to tested organizational choices.

What is keeping the business from achieving the outcome it needs?

We begin with the result leaders need and define the gap between current and required performance. Competing explanations are examined against evidence before the team decides what must change. This keeps familiar solutions from taking the place of diagnosis.

We begin with the result leaders need and define the gap between current and required performance. Competing explanations are examined against evidence before the team decides what must change. This keeps familiar solutions from taking the place of diagnosis.

Gap

The difference between the business outcome leaders require and current performance.

Root causes

The explanations that remain credible after leaders examine the evidence, including evidence that could disprove them.

Choices

Decisions about what must change, what must be preserved and who will carry the work through.

Explore Gaps and Root Causes

Congruence Model

Congruence Model

What does the strategy require of the organization?

The Congruence Model examines the critical tasks the strategy requires, the people who perform them, the formal organization and the culture. Leaders examine the relationships among these elements to decide what must change and what should be preserved.

The Congruence Model examines the critical tasks the strategy requires, the people who perform them, the formal organization and the culture. Leaders examine the relationships among these elements to decide what must change and what should be preserved.

Explore the Congruence Model

Strategic Leadership Forums

Strategic Leadership Forums

How do leaders turn a strategic issue into shared action?

A Strategic Leadership Forum brings a critical mass of leaders together around a consequential issue. Partner professors introduce research and cases; facilitated teams examine the evidence, surface barriers and make commitments to act. The forum builds shared understanding and ownership across the leadership system.

A Strategic Leadership Forum brings a critical mass of leaders together around a consequential issue. Partner professors introduce research and cases; facilitated teams examine the evidence, surface barriers and make commitments to act. The forum builds shared understanding and ownership across the leadership system.

Education

Professors introduce research and cases that sharpen how leaders see the issue.

Dialogue

Teams surface assumptions, disagreement and the barriers to execution.

Commitment

Leaders agree on actions, owners and the commitments they will carry forward.

Explore Strategic Leadership Forums and the Case Method

Ideate → Incubate → Scale

Ideate → Incubate → Scale

How should an idea develop into a business at scale?

Ideate, Incubate and Scale separates three different kinds of work. Each stage requires different evidence, investment, measures and organizational support. The method helps leaders judge progress without applying the expectations of a mature business too early.

Ideate, Incubate and Scale separates three different kinds of work. Each stage requires different evidence, investment, measures and organizational support. The method helps leaders judge progress without applying the expectations of a mature business too early.

Ideate

Define the opportunity and test the customer need and strategic fit.

Incubate

Validate the proposition, economics and a repeatable way to deliver it.

Scale

Commit the capabilities, resources and organization needed for growth.

Explore Ambidexterity