OUR VIEW ON BEST PRACTICE
How we measure success
We measure our success in the shortest possible time to generate a significant operational effect with a viable solution that you can sustain.
That’s how we believe we create the most customer value.
OUR VIEW ON BEST PRACTICE
Your organization shall self-propel into the future
We believe that external people, like us, can be an excellent tool to break up a problem and relieve stress on senior managers. Our teams provide you with insights and an additional skill set to approach challenges. Most value is created when we are integrated within your organization and share your pains and gains. We guarantee that you and your staff are in complete operational control to ensure a successful transformation.
Our goal is always to maximize the knowledge transfer to your organization, which is done by exercising servant leadership and having the right team in place to support your efforts.
This approach allows us to fade out as we successfully self-propel into the future.
OUR VIEW ON BEST PRACTICE
Small operations team
We operate in small teams, typically not more than 2-4 people. This also applies to large operations, where we are embedded within the client’s organization to achieve maximum knowledge transfer.
We ensure that you maintain operational control through servant leadership and tasking your personnel. The approach radically reduces the number of consultants needed and is cost-efficient.
It’s your decision how we appear in your organization, so we can work both in the frontline or stealthily, leading or supporting.
OUR VIEW ON BEST PRACTICE
We blend military and business
Our military legacy gives us valuable insight into what works when the resources are scarce, and the game is on.
We have picked the best from the military practice and tweaked it to work for all modern organizations. It blends modern management and business principles with battlefield management and operations planning methodology.
OUR VIEW ON BEST PRACTICE
Operational Art & Design principles
Because it’s the only proven comprehensive and holistic approach to transition strategic objectives into an operational design that links and integrates tactical engagements to achieve strategic aims with limited resources. It brings excellent tools to make doable and optimal plans for execution.
Operational Art transfers strategic objectives into an operational design that links and integrates tactical engagements to achieve strategic aims.
- Which business conditions must be attained to achieve the strategic and operational objectives?
- What sequence of actions is most likely to produce these conditions?
- How should our resources be applied to best accomplish that sequence of actions?
- Are the associated risks acceptable?
OUR VIEW ON BEST PRACTICE
Concept of the Opportunity Zone
Because it’s the essence of sensemaking, primed during decades of research, and supports the pinnacle of executive decisions. It clarifies what is possible to do. It’s the field of safe travel for managers and the core of our methodology.
OUR VIEW ON BEST PRACTICE
Simplicity
Because only the simple things work, but be aware that it depends on the level of complexity an individual can process. Why a solution to a problem might seem simple to some, it can always seem the opposite for someone else. As the instructions move through the stratified levels of complexity in the organization, it must continually reformulate to meet the subordinate managers’ situation.
OUR VIEW ON BEST PRACTICE
Data-driven operations
Because it’s the nervous system in all military operations and has been for decades, the digitalization of forces began decades before the industry knew about it. We also helped invent the core processes.
OUR VIEW ON BEST PRACTICE
Dynamic leadership
Because it combines laser focus on getting output in time with being both people and technology-centric. Based on the notion of situation adaptation to get people to do things they didn’t know they could. The high level of delegation is also a critical success factor.
OUR VIEW ON BEST PRACTICE
Battlefield management.
Because it gives tools to handle extreme situations where quick decisions with little information are required and still maintain focus on the strategic objectives and structure. Winning the war. Battlefield management is why we call rooms for crisis management a ”War room.”
OUR VIEW ON BEST PRACTICE
Staff work routines.
Because the routines effectively handle complex scenarios and advanced situation analysis with limited resources, the single purpose is to support a commander with practical and doable solutions and precise conclusions. Designed for structured work in multiple layers of complexity and timespans, it’s ideal for effective teamwork in a dynamic environment. Many project methodology and agile principles have emerged from these routines, so why not use them?