Organizations are systems, i.e. interconnected and interdependent parts that need to work together for the system to deliver value to its stakeholders. If you want to achieve new levels of performance, or stay ahead of the changes, you need a change architecture that is agile and systemic. Our approach is based on an architecture that connects the leaders at the top (architects), with middle management (enablers) and the front-line leaders (entrepreneurs) and workers in fast-cycles of action and learning. With honest conversations at the center, everyone has a role to play, but we are all part of the system.

The 45-degree zone can be used to facilitate the understanding of the fundamental need of managing the paradox of short- and long-term, and to explain that the sweet spot for making progress is in the 45-degree zone. This can open conversations on:

• Simple Diagnosis: If you want to achieve this aspiration, do you need that performance and these capabilities
• Initiative: Design an initiative to blend both the performance and capability agenda plus add a learning loop
• Roadmap: Use the model to craft an overall transformational roadmap that blends both dimensions

Companies spend huge amounts of money on employee training and education, without getting a good ROI. For the most part, the learning doesn’t lead to better organizational performance, because people soon revert to their old ways of doing things. Silent Killers simply prevent people from applying what they’ve learned.
Our approach to Leadership Development address this through creating a favorable context for learning and growth, as well as integrating leadership development with real work, and connecting leaders across levels and organizational boundaries.

Clarifying strategic direction is hard.Getting your organization to embrace change can be harder.

The Strategic Fitness Process (SFP) translates powerfully into the today’s fast-changing, virtual world. Developed by TruePoint founders and HBS professors Michael Beer and Russ Eisenstat, it has been used at hundreds of leading companies to help:

• Implement new strategy
• Drive transformation
  Ensure top-team alignment
• Diagnose organizational effectiveness
• Strengthen effectiveness of new leaders taking charge

The Silent Killers (or the positive version known as Core Organizational Capabilities) can be used to highlight a reoccurring systems dynamic, or syndrome in an organization, and hence, create awareness in a management team about the current state, from where development work can start.

The Silent Killers (or the positive version known as Core Organizational Capabilities) can be used to highlight a reoccurring systems dynamic, or syndrome in an organization, and hence, create awareness in a management team about the current state, from where development work can start.