Experience Knowledge Creativity
FOR COMPANIES TO READY FOR VUCA
The latest management systems
in its simplest form
OUR OFFER
WE OFFER SUPPORT FOR BUSINESSES AND ORGANIZATIONS
FROM DIFFERENT SECTORS AT DIFFERENT STAGES OF DEVELOPMENT,
RESPONDING TO THE CHALLENGES OF THE PRESENT
START-UPS
For people, start-ups, we offer support in creating the foundations of a business. In particular:
Understanding the current specifics of business activities and market trends
Preparation of a modern strategy and value proposition for the client
Preparation of a business model
Teaching independent, creative solution design
PRIVATE COMPANIES
For private companies, we offer solutions tailored to the specificity of the company, building culture
organizational, without limiting its flexibility:
Building a sustainable, modern organizational culture from strategy to management processes and competences
Introduction of Lean continuous improvement systems,
knowledge management, employee development, in a manner adapted to the possibilities.Implementation of creative solution design
CORPORATIONS
For large organizations with a stable structure and organizational culture, we offer training and consulting in the following areas:
Implementation of creative solution design as a tool for continuous improvement and teamwork
Implementation of agile project management systems
Implementation of Lean and Six Sigma systems and other systems mentioned in KISA projects
Employee engagement
NON PROFIT ORGANIZATIONS
For non-business organizations, we offer the same tools, taking into account the specific requirements. This applies in particular to:
Building a strategy and proposing value for stakeholders
Building a strategy map and using it as a way of communicating with stakeholders
Extending the strategy to areas that are not strictly within the scope of activities - proposing business value
Creative Workshops
A CHALLENGE FOR BUSINESSES
HOW TO ADAPT AN ORGANIZATION TO THE TIMES OF CHANGE
AND UNCERTAINTY UP TO THE FOURTH POWER
VARIABILITY
V OLATILITY
In the global village, all changes happen at once, generating impulses for change. We are losing the wisdom of history. The universal availability of capital, knowledge, the Internet, modern business models make it possible to create companies, products, business models that completely change the conditions of competition
UNCERTAINTY
U NCERTAINTY
The product life cycle is short and the variability of the environment is so high that drawing unambiguous conclusions from past experiences carries a very high risk. The difficulty of understanding the situation by managers, and the inability to learn from examples, do not give confidence in making decisions as effectively as possible. Long-term planning carries high risks
COMPLEXITY
C OMPLEXITY
Global trends have changed the image of the world. The world is full of products, ideas, solutions and the connections between them. The global village is the meeting place for all of them. Making a decision about any action requires taking into account a fraction of these dependencies, ignoring the vast majority. We do not know which of them, not having much influence today, will decide tomorrow.
MULTIPLE
A MBIGUITY
Due to mass unverifiable communication, ambiguity in language, descriptions, data has become common. The challenge is the unclear situation, the chance to misread signals from the environment, the multitude of meanings and the lack of previous experience in a given area.
HOW TO BUILD KEY ELEMENTS
VUCA RESISTANT ORGANIZATION
w / g Bob Johansen Institute of the Future
ORGANIZATION EXPOSED TO:
RESPONDS WITH:
ZMIENNOŚĆ
VOLATILITY
WIZJI CELU
VISION
NIEPEWNOŚĆ
UNCERTAINTY
ZROZUMIENIA
UNDERSTANDING
ZŁOŻONOŚĆ
COMPLEXITY
TRANSPARENTNOŚCI
CLARITY
WIELOZNACZNOŚĆ
AMBIGUITY
ELASTYCZNOŚCI
AGILITY
OUR GOAL YOUR COMPANY VUCA READY
WHAT MEANS THAT THE COMPANY IS "VUCA READY":
THIS IS A COMPANY WHOSE ORGANIZATIONAL CULTURE ALLOWS TO REACT TO CHANGE IN A POSITIVE WAY AND TAKE ADVANTAGE OF THE SPECIFICITY OF THE CONTEMPORARY WORLD'S CONTEMPORARY WORLD, DESCRIBED AS VUCA - CONGLOMENCY AND DISCONNECTIVITY
UNDERSTANDING PHENOMENON THAT SURROUND IT AND PROACTIVE
RESPONDING TO TIME CHALLENGES, CONSTITUTE TO ADAPT TO CHANGE
EFFECTIVE IN THE CONDITIONS OF INCREASING UNPECTABILITY.
A SUCCESSFUL BOTH DURING CRISIS AND DYNAMIC DEVELOPMENT.
4x4 - THE FOUNDATION OF VUCA READY
4 PILLARS OF THE VUCA READY BUILDING CONCEPT
When preparing the management model for the VUCA READY organization, we relied on the pillars of Johansen
A VISION OF THE PURPOSE, UNDERSTANDING, CLARITY, FLEXIBILITY
We then had to answer the question of how to build these pillars in our clients' organizations. We originally relied on a broad spectrum of management concepts to meet today's challenges. We chose from them methods, tools and systems that, according to us, can support building the 4 pillars of VUCA READY. By accepting or rejecting a method or system, we argued the reason for the decision. Then we discovered that in addition to the selected or rejected methods, we were left with a list of arguments that we continued to take as the basis for the tool selection decision. They were CREATIVITY, INTEGRITY, SYSTEMNESS, AUTONOMY.
It turned out that the set of these features we called the KISA sieve , because through this sieve we sieved the methods, creates a universal framework for building a coherent and effective organizational culture. These elements support and complement each other, creating indications for the adopted solutions, which, after implementation, will define the culture of the organization corresponding to the challenges of the present day, ensuring their consistency. The specifics of our consulting and its value are therefore based not on the tools to be implemented, but on the way of thinking. Tools, decisions, behaviors, all these create the company's organizational culture, goodwill, is based on these cornerstones of good organization.
Creativity - Integrity - System Thinking and Autonomy.
I. CREATIVE DESIGNING SOLUTIONS AS A WORKING METHOD
YOU CANNOT BE BETTER BY DOING THIS
WHAT OTHERS DO
We use creativity as a method of work, because thanks to it you can get outstanding results and effectively respond to changes. Creativity in our approach is not a state of mind, but a method of operation and the effect of disciplined team thinking.
II. SOLUTION INTEGRITY AND ORGANIZATION INTEGRATION
KONCENTRACJA NA POTRZEBACH i SYNERGII
We design and implement solutions internally
coherent, integrating, eliminating conflicts of interest,
creating synergy and the fullest possible implementation
expectations of business process participants:
customers, owners, customers, employees and the local community.
III. SYSTEM APPROACH TO DESIGN AND IMPLEMENTATION
UNDERSTAND THE SYSTEM BEFORE YOU CHANGE IT
We equip the organization with competences and tools for analysis and the ability to understand the mechanisms of the processes taking place outside and inside the organization in order to predict the effects of changes for the company, creatively and quickly adapt it to the new situation, achieving above-average benefits.
IV. AUTONOMOUS
DEVELOPMENT
DEVELOPMENT IS MADE FROM OWN RESOURCES
We introduce autonomy wherever possible and decision-making at the lowest possible level of the organization. We teach the organization to develop, not develop it "by force". We work out the basic elements of the organizational culture of the strategy, development plan, values and a minimum set of principles, processes, tools and competences, and include
Continuous Learning and Improvement Process,
and...
4x4 VUCA READY DRIVE
I. THE ORGANIZATION'S CONTINUOUS DEVELOPMENT LOOP
TOTAL STRATEGY AND OPERATING ACTIVITY
VUCA READY must be ready for changes earlier than the competition, which is everywhere in the world of changes and everyone can quickly become a competitor, proposing a completely new business model or a breakthrough product that will change the conditions of the market game. The model of operation of such an organization consists in joining strategic and operational processes into one.
We carry out changes in the organization based on a strategy prepared under our supervision. The strategy determining the direction of changes is a resource from which the organization draws when adjusting specific operational solutions. Since even the best strategy is a hypothesis, it is constantly verified, of course in the longer term, by the effectiveness of operational activities. These differences fuel the process of adjusting the strategy.
KEY FACTORS FOR THE SUCCESS OF SUCH A MODEL ARE IMPLEMENTED BASIC PRINCIPLES AND COMPETENCES AND FAST TO MAKE CHANGES
II. AN EFFECTIVE CYCLE OF DEFINING STRATEGY AND NEEDS FOR CHANGE
We teach the organization to work independently with the strategy so that it can make changes to the strategy without causing chaos in the company. The strategy should be adapted to the changing market conditions, at the same time having a good understanding of the changes taking place there, and at the same time evaluating the effectiveness of your own solutions. To be effective, the strategy must be as long-term as possible. It will only be like this if the strategy itself is flexible and requires the creation of flexible solutions. We propose such a strategy and its creation mechanism to our clients.
COMPANY SYSTEM MAP
We examine the company, its results, processes and competences. We register its internal system, phenomena, patterns, structures, and thought models. We analyze its environment in the form of competition, external factors, global trends and determine the interdependencies between factors influencing the company
BUSINESS MODEL
We prepare the company's business model based on the owner's expectations, strengths and weaknesses of the company. We create an initial value proposition, which we then develop with the possibility of extending the market boundaries - Blue Ocean and creating scalable unlimited business models. This happens in a repeatable process of creative creation and validation of solutions.
IMPLEMENTATION PLAN
We update the goals and directions of the company's activities resulting from the strategy. We define the key success factors. We adapt and verbalize the mission, vision and values. We prepare guidelines for implementation projects taking into account the changes in the company's (system) environment and the current state.
We develop implementation sequences taking into account the priorities.
III. CHOICE OF COHERENT AND FLEXIBLE SOLUTIONS
TOTAL STRATEGY AND OPERATING ACTIVITY
There are many customer needs and there are even more ways for the company to meet these needs. We help to make the right choice using the KISA sieve, ensuring their consistency and flexibility. We do this through an effective and flexible way of implementing the strategy based on development interaction:
Competence-Processes and Resources - Goals-Results.
All other elements of the organizational culture are created as a result of this interaction.
DEVELOPMENT OF COMPETENCES
CHANGE OF PROCESSES
CONTROL OF RESULTS
We identify competences and resources necessary to implement the strategy, achieve goals, and support the organizational culture. We are preparing the implementation of the Improvement and Development Process for the company and employees. We prepare competency models and support the development of competencies and resources.
We select the most appropriate solutions to increase the effectiveness of the strategy implementation. We select appropriate management systems and, together with the team, prepare sequences and variants of using key elements for the development of processes in the company. We supervise the implementation and control the results
We prepare a system for controlling the effectiveness of adopted actions, the implementation of goals and causes of success and failure. Together with the management and the team, we establish methods of setting goals and controlling results
IV. IMPLEMENTATION THROUGH AUTONOMOUS DEVELOPMENT
STAGE I The company's genetic code - Implementation of the key elements of the system
We start with embedding permanent elements into the company's organizational culture, which, like the genetic code, remain unchanged and constitute the basis for further development. Based on them will create other mission, values and strategy of the company and several competencies necessary to start development. These include: Team Work, Creative Solution Design® Workshops, Continuous Learning and Improvement Process. At this stage, great involvement of consultants and intensive cooperation between consultants, the management board, managerial staff and employees are foreseen . The involvement of consultants will remain high in the initial stage of implementation and will gradually decrease as the team's competences increase, turning into coaching to fade away in the shortest possible time.
STAGE II Development of the company - autonomous and natural
The autonomous development we propose is an increase in the strength of the organization through the successive development of competences, resources and processes leading to an increase in results and ever higher goals of the organization. It relies mainly on the company's existing resources, limiting outside interference in order to maximize the learning competences of the organization, key throughout the process. Autonomous development is a gradual process, not a global one, responsive to and compatible with the environment. It is a natural and most permanent process. The mechanism of this development is best illustrated by the logic of the Fibonacci sequence in which each element of the sequence is the sum of the two previous elements in the sequence. See the attached video for examples of such development.