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Fitness3b
Fitness3c

Accelerate
and Win

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Assess fitness

Measure culture and capability
maturity

Fitness5a

How fit is your organisation or team?

Let’s assume you are the manager of a basketball team and that your objective for next season is to win the state championship. To succeed, you know that you and your team will need to reach new levels of capability and performance, and you need to do it fast because the start of the season is approaching.

You need to Accelerate your team’s fitness and performance.

Your first step, naturally, will be to assess how fit your team is, with fitness referring to all the factors (including physical ones) that determine your team’s potential to win the championship. It’s only once you know their fitness that you’ll be able to define the right course of actions to prepare for the big task ahead.

It’s the same with your organisation or team.
So this first step  Fitness4ais the foundation step for your journey towards higher performance and value creation.

Now that you, as manager of the basketball team has taken the steps to ‘Know how fit your organisation and team really is’, you know all the aspects in the franchise that impact on performance (management, support, health, coaching and players). You know how well these components perform and whether they need improving.

It is the same for your organisation. You need to know what the best levers are that you should work on, and how you should work them, to increase your overall fitness and get a real shot at winning.

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Improve fitness

Improve and optimise capability
and culture

Fitness5b

Improve the fitness of your organisation
or team

The previous step ‘Know how fit your organisation or team really is’ identifies gaps and challenges (or strengths and weaknesses) in the organisations and its teams. It does so with precision, giving a global view as well as detailed views down to small teams.

You, the CEO, manager or leader, now has a clear understanding of all the aspects in your organisation that impact on performance. In addition you know for each of these factors how well they perform and whether they need improving.

Now the next step is to identify and prioritise any change initiatives aimed at improving performance where needed. And then planning and executing them successfully – quite a big challenge really. Let’s discuss it.

Know where you need to go!

Back to the basketball team

You, the team manager, need to do two things:

  • Identify these aspects that most impact overall performance negatively and improve them
  • Know which aspects give the highest competitive advantage and ‘boost’ them

This can only be done well if the overall competitive environment is known (what teams you need to beat, their characteristics, etc.). When all these elements are brought together, then you can work out priorities and resources allocation.

What about your organisation and its teams

It is the same for your organisation or team.

You need to identify any change initiatives that may be required and you need to prioritise them.

As in the basketball example, you need to understand the competitive environment and the corporate objectives. Then putting all this together – initiatives, competitive environment and corporate objectives – you can then decide on next actions.

Know how to get there!

The next step, after you have identified and prioritised change initiatives, is to move to implementation – that is, planning and execution.

Both are critical, whether for the basketball team or your organisation. If planning does not cover all the bases, then execution will fail. And if the execution of the plan is not successful, then the objective cannot be reached. It’s good bye to the state championship for the basketball team and missed corporate or team objectives for the organisation.

The better alternative is to plan and execute successfully and record this in your list of achievements. We want to help you get there successfully, that is, plan and execute successfully.

Here is how it’s done

We know what the factors for success are because we have studied and measured them (more info here). These success factors are what determine fitness (or capability). When we measure how fit your organisation is, we measure how well it scores against these factors.

When we find gaps in fitness – say, communication, we know the factors or levers you should pull to improve that aspect of the fitness you are interested in, in our example communication.

  • We develop a plan that describes what levers to pull and how
  • We track the actions in real time and guide you towards the objective.

We do that with what we call Execution Blueprints.

The beauty of Execution Blueprints

YOU WANT TO GET SOMEWHERE -
GET AN EXECUTION BLUEPRINT!

It will tell you how to get there and it will work with you and for you along the journey to ensure that you get to your objective.

It is the GPS that guides you towards your objective.

The Execution Blueprint is the bridge that enables you to move from ‘Here is where I should go‘ to ‘Getting there.

It’s a practical methodology that tells you what management levers to pull and how to pull them to get you to your objective.

Execution Blueprints are much more than plans. They are buy-in tools, communication tools, new knowledge acquisition and sharing tools, and reporting tools, all in one.

Execution Blueprints are the mechanism that enable your organisation or team to acquire new capability and new fitness.

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<Leverage fitness

Leverage your new capability and
meet your objectives

Fitness5c

Engage your new fitness and get the
results that matter to you

Let’s look at the basketball team again

Your organisation, including your players, is now fitter than before. Following steps 1 and 2 above, you have improved the elements that were holding performance back and boosted those that are likely to bring most benefits in the coming competitive season.

This is all very well … but not sufficient. What you have achieved so far, as manager, is to improve the potential for high performance. I bet your board was willing to support your improving the potential but what it’s really interested in is success on the court. Don’t forget, the objective is to win the next championship.

So you need to translate the potential into actual results that you can report on. This is where KPIs come in. KPIs relate to what matters; they are the ‘things’ the organisation, team or manager measure their success against.

Whether we are talking about the basketball team or your organisation the principle is the same. You need to track your potential for performance – what we call capability – with the actual performance. That is, the results as measured by KPIs or a scorecard (set of KPIs)

Here is a typical example of what happens when the organisation or team gets fitter (that is, the capability improves): so does performance.

PerfVsCCIs

Take away:

Fitness translate into tangible results

Leverage fitness into tangible results

Back to the basketball team – again!

You, the manager of the basketball team, have trained your players to be better dribblers and better shooters (you have identified these two elements as the ones that could significantly improve your team’s performance). The first few matches take place and, yes, the scores are better but not as much as expected. You review the tapes and it confirms you initial observation. The ball does not reach the best shooter as well and as often as it should and therefore the score (the KPI) is not boosted as much as you hoped.

This illustrates a very important point:

You need a plan to translate the potential for performance into actual performance

It’s true that, in many cases, simply improving the potential will lead to improvement in performance. But to maximise the gain requires this extra step.

The beauty of Execution Blueprints - Again!

Remember the Execution Blueprints we introduced in the previous section? Here are the main points again.

The Execution Blueprint is the bridge that enables you to move from ‘Here is where I should go‘ to ‘Getting there.

It’s a practical methodology that tells you what management levers to pull and how to pull them to get you to your objective.

Execution Blueprints are much more than plans. They are buy-in tools, communication tools, new knowledge acquisition and sharing tools, and reporting tools, all in one.
Execution Blueprints are the mechanism that enable your organisation or team to acquire new capability and new fitness.

In the last section we used Execution Blueprints for guide initiatives aimed at getting your organisation or team fitter. Here we use the same approach but to transform your potential for performance into actual performance, that is:

  • into results that you can measure with KPIs or KRIs, that is:
  • Into results that matter to your organisation, that is:
  • Into results that bring your organisation closer to its purpose, whether it is designing the best machine tools, delivering the best medical services or the best social program for example.
YOU WANT TO GET SOMEWHERE -
GET AN EXECUTION BLUEPRINT!

It will tell you how to get there and it will work with you and for you along the journey to ensure that you get to your objective.

It is the GPS that guides you towards your objective.

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and we'll send you our ebook on 'The Multiple Facets of Capability'

Experts agree

Click here to see what they say

Read Anthony’s views on why capability (or lack of it) is nearly always the root cause of most common problems faced by organisations, be they related to risk, change, projects, performance or execution.

And see how other international experts describe the challenge.

AnthonyWilson

Anthony Wilson, Director
Proximity Risk and Assurance

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