Best practice
What we find to be best practices forms the backbone of our work. It serves us well as guiding stars to generate more impact in operations and differentiate our work from the rest. The fundamentals we follow evolve over time but represent what actually works.
Your organization should self-propel into the future
We believe that external people, like us, are an excellent tool to break up problems and relieve stress on managers. But we should all be clear that it’s not consultants that run successful companies. Employees do.
Most value creation occurs when we can integrate with your organization to share your pains and gains. Our servant leadership creates an excellent foundation to keep you and your team in operational control.
Maximize knowledge transfer
Our goal is to maximize the knowledge transfer to your organization and minimize our resources put to work. This approach allows us to fade out and let you successfully self-propel into the future.
Joint operations with small teams
Guided by the notion that you must run your company with your organization and that we are just a temporary boost to sort out specific problems, we operate in small teams. Typically not more than 2-6 people, even in large operations.
We can blend in everywhere
It’s your choice how we appear in your organization. We can work both in the frontline or stealthily, leading or supporting. Giving us the option to task your personnel keeps your organization on top of work and radically reduces the number of consultants needed.
Success for us
”The shortest possible time to make a significant operational effect that you can improve without us”
VIABLE SOLUTIONS
BEST PRACTICE
Requisite Organization
BEST PRACTICE
Blend military and business
BEST PRACTICE
Modular approach
BEST PRACTICE
Adopt the UN Goals for Sustainable Development
BEST PRACTICE
Understand the problem, then act
BEST PRACTICE
Connect the organization
Requisite Organization
Through his research, Elliot Jaques, Ph.D. professor at George Washington University, Washington DC, discovered and developed a general principle of how organizations are made up of, one after the other, qualitatively different levels of work. Each level differs qualitatively from the previous one in that the work to be performed is part of a new and more comprehensive context. Elliot explained it exactly as clear as water shifts from ice to liquid to vapor.
Tapping the full potential of humans
Innovative ideas conceive and evolve everywhere in organizations. Quick assessment and action are fundamental mechanisms for a flexible and innovative company and the product of an Accountable Managerial Structure. Organizing businesses effectively and competitively results in tapping the full potential of human creativity and drive, one of many competitive advantages of a Requisite Organization.
Too much organization
In every organization, it’s vital to create relationships based on mutual trust. Therefore, it is of utmost importance to utilize a conscious organizational design. It’s widely spread that ”too much organization” undermines the innovative adaptability and initiative you would like to have. It is a poor organization that does so. A good organization has precisely the opposite effect.
ORGANIZATIONAL CONUNDRUM
“We can all agree that it is good to be innovative, creative, and successful. The question is how to create the conditions to make it possible to be so?”
PhD. Elliott Jaques, Requisite Organization
The good Organization
Many scientists and institutes attempt to figure out the best way to organize and structure workforces. They search for the ”good organization.” Different solutions have emerged over the years, and we have adopted the concepts proven most effective.
Requisite Organization stands out because it is a concept to handle the complexity of a complete managerial system and lean on several decades of empirical evidence. Using Requisite Organization principles enables to place all roles and team structures on a stable foundation, assign agile working methods, and maintain flexibility to create an organization that delivers.
Modular beats fixed
We bow to IKEA, which has made the best video to explain the genius of modules. They are true modulists. See the short film, and you will understand what we mean. Modules combine platform logic with flexibility without changing the foundation.
Connect your organization to create a strong network
The Fluid Work Structure operates four distinct tempos or windows, as we call them, where work will flow back and forth in the organization. The windows are all connected and support each other to generate a stable foundation for a fluid way of working. It will run the managerial system at full speed in all organizations.
Help us build a viable future
We use the UN Goals for Sustainable Development as an integral part of our viable solutions framework. If you are not familiar with them, this film gives an impression of what it is. You find more information here.
Suppose you don’t understand what to do. What do you do?
Ok. This film is stupid, we know. But it puts the finger on a recurring problem. Shortcomings in alignment around the problem, the opportunities, and understanding of the situation can produce waste. Solving this issue is critical if you want to fly with the best.
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 pick the best from military practice and tweak it to work in collaboration with all modern organizations. It blends modern management and business principles with battlefield management and operations planning methodology.
Six examples of good military practice
- Simplicity
- Operational Art & Design principles
- Battlefield management
- Concept of the Opportunity Space
- Data-driven operations
- Staff work routines
Concept of the Opportunity Space
The opportunity space clarifies what is possible to do. It’s the field of safe travel for managers and the core of our method. For all decision-makers, it is essential to make sense of the situation, why this tool has been primed during decades of research and supports the pinnacle of executive decisions.
Battlefield management
Based on the notion that situation adaptation can make people do incredible things, leaders must manage the dynamics of navigating the field of safe travel into the unknown. Battlefield management handles extreme situations where quick decisions with little information are required to reach the strategic objectives – winning the war, not just the battle.
Operational Art & Design principles
Because it’s a proven comprehensive 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 create doable plans designed for execution.
Simplicity
Simple things work best. But what is simple depends on the level of complexity an individual can process. Why a solution to a problem might seem simple to some, it can seem the opposite for someone else. Therefore, the grade of simplicity is always up to the observer to decide and us to match.
Data-driven operations
Information has always fueled military operations. The advanced digitalization of armed forces began long before it hit the industry. Emerged concepts for operations, based on modern network and digital capabilities, can e.g. be compared with Industry 4.0.
Staff work routines
Military staff work effectively handle complex scenarios and advanced situation analysis. The purpose is to support a leader with doable solutions that create impact based on precise conclusions and risk assessment. The routines structure work in multiple layers of complexity with different timespans. It is ideal for effective teamwork in a dynamic environment.