Our Approach

ICE-overview

ICE or Integrated Capability Enablement is our own approach to helping our clients thrive.  As management guru Peter Drucker famously said, “culture eats strategy for breakfast” and our diagram shows you why.  Strategic plans are great, except that the factors critical to success are buried beneath the surface and so are rarely properly addressed. Unless Technology Enabled Change programs look beyond technology and processes, to the capabilities that underlie them then strategy remains little more than slide deck visions and never actually happen.  Our programs ensure your strategy delivers the outcomes you seek.

Leadership is as vital as the extent to which it is overlooked.  Leading change requires different skills from managing in the steady state.  In particular leaders and managers need to empower their staff to get the necessary engagement to overcome change resistance.  Our integrated approach includes working with leaders and managers in delivering sustainable transformation through better communication of the vision, strategy and governance.  Read about our Change Leaders program

Skills that deliver a good service are not the same as those needed to analyse and improve delivery performance.  Yet understanding the factors that affect performance help people build in excellence. It is the frontline staff that best understand the opportunities and limitations from proposed changes and likely impact on customers and stakeholders.  Our all-inclusive approach is effective aiming to give staff the skills needed to execute continuous improvement; we believe people’s skills can be sharpened with the right mixture of teaching, coaching and practice in the context of owning solution-providing projects.  Find out more about how we impart skills

Insight provides the essential evidence for decision-making.  It comes from a variety of sources (The Marketing Intelligence function withina Strategy team is the obvious source, but encouraging, retaining and auctioning insight from staff and partners is the ultimate source for innovation).  The essence of lean is a rigorous focus on core value-creating activities.  Precision is a pre-requisite for focus as otherwise decisions are made on the basis of influence rather than fact. We encourage a culture of learning and evidence-based decision-making - a key component of sustaining quality improvements over the long term as well as making correct and credible decisions in the short term.

·       Values and Incentives frequently become misaligned with the vision and inadvertently drive the wrong behaviours.  We are focused on culture change and coaching; we also use NLP techniques to bring coherence to the underlying culture as prerequisite to a high performing team.  

·       Partners - often overlooked in the design of improvement programs and relegated to a project management function called stakeholder management.  Partners encompass everyone who is not an employee.  It includes students, commissioners and funders of research, R&I Clients and contributors to the local entrepreneurial ecosystem as well as key suppliers.  Our approach to gaining consensus will be evidence base tied in to the desired outcomes. From experience we know sharing the challenges without preconceived solutions even with external parties can often produce surprisingly effective shortcuts that translate into innovative business models.

·       Technology should be an enabler rather than a driver of change.  Where possible teaching and research outcomes should drive technology requirements and all other functionality (excepting regulatory and compliance requirements) stripped right back. The Lamberhurst approach is to an early engagement with technology architects leading to focused development effort producing innovative and user-centric tools.

·       People are the lynchpins of the whole program.  Our aim is to equip through coaching Given the right capabilities and incentives they can deliver extraordinary performance.

·       Processes are important for coordination at interfaces and hand-off points and as a means of standardizing ways of working to minimize errors.  We will work with management and staff to map existing processes and values, capturing all of the dependencies. We will give useful recommendations for organisational / work process reset and reengineering to increase efficiency and effectiveness.

Banner image © Mark Neild 2013  Dolphin in Bay of islands New Zealand taken shortly before we went swimming with them.