Our PACE methodology starts with creating a Plan. Thanks to our consultancy capabilities, the Plan phase analyses your organisation to define the opportunities for becoming a collaborative business. We believe it is essential to start here. Indeed, as Charles Kettering, the American inventor, said “a problem well-defined is a problem half-solved.” And to that we would add, “an opportunity well-scoped is an opportunity half-realized.”
The Plan phase encompasses three key stages:
- Discovering your organisation
- Scoping the opportunity
- Crafting a well-balanced race plan
Stage 1: Discovering Your Organisation
To start the plan phase, firstly, we need to understand the nature and culture of your organisation. In particular, what makes it unique, what drives and inspires you to do what you do. But also your strengths, the roadblocks and hindrances you are dealing with.
We rely on a range of qualitative and quantitative consultancy techniques and research strategies. These will enable us to engage with your organisation and discover the answers we need. For example:
- Interviews with key stakeholders. One-on-one interviews with key stakeholders across your organisation provide a highly effective method for developing a detailed understanding of your organisational tapestry. We interview executives, managers, and a cross-section of employees. Our interview approach is well-grounded in the practical realities of how people work together today, together with the opportunities people see for the future. We look for common themes, as well as exceptional insights. Our consultants bring our 20 years of experience, best practices and experience with 200 other companies to the table.
- Workshops with teams and groups. Learning and discovery workshops with current teams and groups will help us to understand what collaboration looks like in your organisation today. As instance, one element of the workshop process is to assess the productivity and effectiveness of your people when working together in teams and groups (collaborative competence). A second element is to assess the presence of what we call “black holes” in how people work together, such as an over-reliance on email, Excel spreadsheets and file shares. During this phase we will demonstrate the concept of Working Out Loud and show how other customers are working with our work scenarios.
- Illustrative Work Scenarios. To eliminate the risk of “becoming a collaborative business” being viewed as merely the latest fad by your executives, we have identified a number of core scenarios that give practical shape to the new reality. These illustrative work scenarios represent common activities that your employees are likely to do on a daily basis. But to which the new collaborative tools and approaches will offer a more effective solution. We use then these illustrative work scenarios to zero in on the best opportunities for different individuals, teams, and groups across your organisation. The aim is also to look for relevance and resonance among your employees. In addiction, during this phase, we will also develop specific Personas for your company; generic descriptions of certain target groups, including the What’s In It For Me? (WII4M) and What’s In It For Us? (WII4U) for these groups.
- Company-wide Surveys. Our Collaborative Culture Assessment is one of the company-wide surveys we use to build broad insight into the experiences, expectations and hopes of your employees as they relate to becoming a collaborative business. Our culture assessment provides insight into the nature of your organisation in a complete 20 page description of your company culture.
Once we have completed the discovery stage, we will move into the defining stage.
Stage 2: Scoping the Opportunity
Leveraging a synthesis of the findings from the discovery stage, we will work alongside key stakeholders to scope and give shape to the opportunities available to your organisation for becoming a collaborative business. In scoping the opportunity (and creating the vision), we:
- Use our analytic and diagnostic expertise to envision the opportunities within your organisation, informed by our discovery research with your organisation, in conjunction with our broad experiences in working with other organisations who are on the journey to becoming collaborative businesses.
- Put appropriate emphasis on the people side of the opportunity, which we have found is generally vastly underrated. We are not just going to recommend new tools and leave it at that; becoming a collaborative business is first-and-foremost enabled by people.
- Show the alignment of the opportunities we identify for your organisation with similar organisations and wider industry trends.
Stage 3: Crafting a Race Plan
The plan phase concludes with the design of a well-balanced 3-year goal/3-month race plan for your organisation. The 3-year goal sets an achievable target to focus on for the next three years. Additionally, we will adjust the 3-year goal over the course of your journey to becoming a collaborative business.
The 3-month race plan (which we update with you every 3-months) is a sequenced set of activities required to move your organisation towards that 3-year goal. The first race plan will generally include for example:
- Our recommendation on the most appropriate collaboration gear for your organisation. We even work closely with the leading vendors of collaboration solutions and therefore have the independence to recommend the best solution in light of your organisation’s opportunity and vision. In other words, we can guide you through a selection process by providing you our RFI and RFP templates.
- Our recommendations on the individuals, teams and groups across your organisation that will benefit most from becoming more collaborative. We also help choosing the core project team and with additional training and support ensure the team is ready for the race ahead.