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Enterprise Architecture (EA) denotes management best practices for lining up business and technology resources to realize strategic results, expand upon Organizational Performance, achieve Cost Optimization, and steer departments to achieve their core missions through Operational Excellence. Federal Enterprise Architecture Framework (FEAF) was first introduced in September 1999 by the Federal CIO Council for evolving an EA within any [...]
Enterprise Architecture (EA) denotes management best practices for lining up business and technology resources to realize strategic results, expand upon Organizational Performance, achieve Cost Optimization, and steer departments to achieve their core missions through Operational Excellence.
Federal Enterprise Architecture Framework (FEAF) was first introduced in September 1999 by the Federal CIO Council for evolving an EA within any U.S. federal agency. FEAF assists through documentation and information that conveys a summarized outlook of an enterprise at various tiers of scope and detail.
FEAF offers a shared approach for the consolidation of strategic, business, and technology management as a component of Organization Design and Performance Management. FEAF introduced a methodology for an Enterprise Architecture that transcended several interagency boundaries.
The Collaborative Planning Methodology suggested along with FEAF is envisioned as a complete planning and implementation lifecycle, for employment down all tiers of scope defined in the Common Approach to Federal Enterprise Architecture—i.e., International, National, Federal, Sector, Agency, Segment, System, and Application.
May 2012 saw a full new guide, called the “Common Approach to Federal Enterprise Architecture.” The guide offers an overall approach to establishing and employing Enterprise Architecture in the Federal Government for expanding joint approaches to IT service delivery. The Common Approach homogenizes the expansion and employment of architectures within and between Federal Agencies.
A 2nd version of FEAF was published in January 2013, meeting the criteria set forth by the Common Approach. It underscores the importance of Strategic Planning and Strategic Goals as the source for driving business services, which consequentially provides the requirements for enabling technologies. At the heart of it is the Consolidated Reference Model (CRM), which links 6 reference models and equips all departments with a shared language and framework to explain and evaluate investments.
The FEAF comprises of 6 interconnected Reference Models, linked through Consolidated Reference Model (CRM), each relating to a sub-architectural domain of the framework.
These Reference Models convey word-based abstractions of original architectural data and deliver a structure for relating significant elements of the FEA in a collective and uniform manner:
- Strategy Domain -> Performance Reference Model (PRM)
- Business Domain -> Business Reference Model (BRM)
- Data Domain -> Data Reference Model (DRM)
- Applications Domain -> Application Reference Model (ARM)
- Infrastructure Domain -> Infrastructure Reference Model (IRM)
- Security Domain -> Security Reference Model (SRM)
CRM is intended to permit inter-agency evaluation and detection of overlapping investments, disparities and prospects for cooperation within and across agencies.
By means of the collection of reference models a common nomenclature and system is cultivated for describing IT resources. Making use of this standard framework and terminology, IT portfolios can be managed more suitably and taken advantage of throughout the Federal Government.
A brief description of the reference models is as follows:
Performance Reference Model (PRM)
PRM relates agency strategy, internal business factors, and investments, presenting a way to measure the influence of those investments on strategic outcomes.
Business Reference Model (BRM)
BRM depicts an organization through arrangement of common mission and support service segments rather than through vertical lines of control, thus encouraging cooperation within and across agencies.
Data Reference Model (DRM)
DRM assists in detection of existing data assets located in solitary storages and aids in comprehending the meaning of that data, ways of accessing it, and means for leveraging it for supporting performance outcomes.
Application Reference Model (ARM)
ARM classifies the standards and technologies involving systems and applications that support the delivery of service capabilities, allowing agencies to share and reuse common solutions and benefit from economies of scale.
The Infrastructure Reference Model (IRM)
IRM sorts the standards and technologies relating to network/cloud to aid and facilitate the provision of voice, data, video, and mobile service components and facilities.
The Security Reference Model (SRM)
SRM offers a mutual language and approach for deliberating on security and privacy in connection with Federal agencies’ business and performance goals.
Interested in learning more about Federal Enterprise Architecture Framework (FEAF) and its reference models?” “You can download an editable PowerPoint on Federal Enterprise Architecture Framework (FEAF) Primer here and FEAF associated PowerPoint series presentations on the Flevy documents marketplace.
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Organizations have, in recent times, become more aware of the worth of regulating their Organizational Knowledge. Extensive studies in academia have been conducted on the subject, because of its importance. Organizations learn with time and experience. The cause-and-effect relationship is gathered in the collective memory of the organization in the form of: Shared mental models [...]
Organizations have, in recent times, become more aware of the worth of regulating their Organizational Knowledge. Extensive studies in academia have been conducted on the subject, because of its importance.
Organizations learn with time and experience. The cause-and-effect relationship is gathered in the collective memory of the organization in the form of:
- Shared mental models
- Standard operating procedures
- Rules and routines
- Assets
This learning, in some cases, becomes a source of Competitive Advantage for the organization.
New learning, in organizations, is possible when redundant knowledge and bad habits are effectively erased from the organizational memory. Managing Organizational Forgetting has to be part of Strategic Planning because of:
- Wasted resources—Knowledge forgotten, that should not have been, has to be re-acquired by diverting resources that could have been used elsewhere or for acquiring new knowledge.
- Opportunity cost—Required knowledge not available (because it was forgotten) at the time an opportunity arose.
Effective Organizational Forgetting should be an Organizational Culture so as to keep organizations on their toes and maybe preserve or gain Competitive Advantage.
Organizations that intend to manage their Organizational Forgetting effectively, need to comprehend 2 dimensions of Forgetting and the relationship between them:
Dimension 1: Accidental Forgetting vs. Intentional Forgetting
The 1st element pertains to loss of valuable knowledge; the 2nd to increased competitiveness as a result of Forgetting.
Dimension 2: Entrenched Knowledge vs. New Knowledge
The 1st element relates to knowledge embedded in relatively durable objects like machines, databases, taken-for-granted routines; the 2nd to a transient setup like individual minds, association among small teams, makeshift organizational groups.
The process of Forgetting is altered depending on the interaction of the elements of the 2 dimensions.
Interaction of the above 2 dimensions results in 4 processes that constitute the Forms of Organizational Forgetting:
- Memory Decay
- Failure to Capture
- Unlearning
- Avoiding Bad Habits
The interaction of the 4 processes has been conveyed in the form of a matrix dubbed the Organizational Forgetting Matrix. These processes explain an array of Organizational Forgetting that may occur. Each of the 4 processes need distinct management approaches because each process is connected with a disparate set of challenges.
Let us delve a little deeper into some of the processes.
Memory Decay
Memory Decay occurs when concepts, practices, values are lost because of non-use or key personnel leaving the organization. Organizations can forget elements long ingrained in their collective memory triggering costly and harmful consequences, like spending large sums to regain knowledge that was a source of Competitive Advantage.
Memory Decay is exacerbated in the process of downsizing. Extremely valuable pieces of knowledge and skills can be lost if proper retention measures are not put in place.
Failure to Capture
Failure to capture new knowledge and disseminate it throughout the organization, results in loss when individuals bearing that knowledge leave. Knowledge Articulation and Knowledge Institutionalization are 2 processes that can prevent such loss.
Unlearning
Intentional Forgetting enhances organizational capability. Intentional Forgetting can be achieved in 2 ways. The 1st is strategic removal of knowledge.
Interested in learning more about Organizational Forgetting? You can download an editable PowerPoint on Organizational Forgetting here on the Flevy documents marketplace.
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– Roderick Cameron, Founding Partner at SGFE Ltd
How do people make decisions? Do they always follow a rational linear process to come to a conclusion? Studies have suggested that the traditional Decision Making model—commonly known as the Rational Decision Making Model—does not explain the whole ambit of Decision Making. People, including managers of organizations, arrive at decisions using a variety of routes. Experts suggest [...]
How do people make decisions? Do they always follow a rational linear process to come to a conclusion?
Studies have suggested that the traditional Decision Making model—commonly known as the Rational Decision Making Model—does not explain the whole ambit of Decision Making.
People, including managers of organizations, arrive at decisions using a variety of routes. Experts suggest that there are at least 3 Decision Making Models that work in consonance to make the best decisions. The 3 Decision Making Models are:
- Thinking First – Rational Decision Making
- Seeing First – Insight-driven Decision Making
- Doing First – Experimentation-based Decision Making
The latter 2 models need to supplement the 1st in order, for people in general and managers in particular, to improve the quality of Decision Making. Developing a strong understanding of these foundational Decision Making models is recommended for any Business Leader who seeks to make better, more informed, more rational decisions.
Experts have suggested that people have the capacity to use all 3 models for arriving at a decision and so do organizations.
The 3 approaches to Decision Making draw a parallel from science, art, and craft. People who are partial to Thinking are more into facts, those who favor Seeing appreciate ideas, and people who prefer Doing always value experiences.
Let us delve a little deeper into the details of the 3 Decision Making Models—Thinking, Seeing, Doing.
Thinking First
More commonly known as the Rational Decision Making Model, this model has a clearly identified process. It is linear, logical, effortless, and iterative—i.e., keeps travelling back and forth with interludes for new events, alterations for opportunities until conclusively arriving at a decision.
Thinking First Model is associated with science and is mainly verbal in nature i.e., comprising of linear words. People leaning towards the Thinking Model prefer facts.
Usually, the Thinking First Model is used in well-founded production processes. Thinking First succeeds when:
- The matter is well-defined.
- The data is trustworthy.
- The situation is structured.
- Thoughts can be restrained.
- Discipline can be applied.
However real-life Decision Making exposes some limitations in the Thinking First Model as rational Decision Making is uncommon.
Seeing First
Decisions are motivated as much by what is Seen as by what is thought. Visualization and conceptualization of a problem or situation is the basis for the Seeing First Model. It is usually used in creative solution finding. Experts have identified 4 steps in creative discovery:
- Preparation
- Incubation
- Illumination
- Verification
An example of Seeing First Model will be Mozart’s allusion to the best part of creating his music; “when I am able to see the whole of it at a single glance in my mind.”
Seeing First Model works ideally in circumstances where:
- Numerous elements have to be pooled into a creative solution.
- Commitment to the solution is steadfast.
- Communication takes place beyond boundaries.
Doing First
When stumped for a solution, diving head first and tinkering with a problem—bringing Problem Solving Mindset characteristics into play—leads to the necessary insights following trial and error. Attempting various things, discovering which among them functions, finding meaning in that and repeating the productive behaviors while abandoning the rest is the gist of Doing First Model.
Experts have identified 3 stages of this process:
- Enactment
- Selection
- Retention
Doing First Model is ideal, when for example, companies are faced with disruptive technologies or unchartered territories.
Interested in learning more about the 3 Decision Making Models: Thinking, Seeing, Doing? You can download an editable PowerPoint on Decision Making Models: Thinking, Seeing, Doing here on the Flevy documents marketplace.
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1. How to elevate your management skills to becoming a Leader in your organization.
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You can download in-depth presentations on this and hundreds of similar business frameworks from the FlevyPro Library. FlevyPro is trusted and utilized by 1000s of management consultants and corporate executives. Here’s what some have to say:
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“As a niche strategic consulting firm, Flevy and FlevyPro frameworks and documents are an on-going reference to help us structure our findings and recommendations to our clients as well as improve their clarity, strength, and visual power. For us, it is an invaluable resource to increase our impact and value.”
– David Coloma, Consulting Area Manager at Cynertia Consulting
“FlevyPro has been a brilliant resource for me, as an independent growth consultant, to access a vast knowledge bank of presentations to support my work with clients. In terms of RoI, the value I received from the very first presentation I downloaded paid for my subscription many times over! The quality of the decks available allows me to punch way above my weight – it’s like having the resources of a Big 4 consultancy at your fingertips at a microscopic fraction of the overhead.”
– Roderick Cameron, Founding Partner at SGFE Ltd
Futuristic, technology-driven business models are weakening the conventional advantages of Economies of Scale. Large corporations, founded on Scale, nevertheless have areas that they can exploit if they reposition rapidly. For the best part of over a century, Economies of Scale—Cost Advantages that businesses achieve owing to their scale of operation—fashioned the corporation into a perfect [...]
Futuristic, technology-driven business models are weakening the conventional advantages of Economies of Scale. Large corporations, founded on Scale, nevertheless have areas that they can exploit if they reposition rapidly.
For the best part of over a century, Economies of Scale—Cost Advantages that businesses achieve owing to their scale of operation—fashioned the corporation into a perfect engine of business. The economic concept of Economies of Scale was first floated in the Adam Smith era where the idea of obtaining larger production returns through the use of division of labor was introduced.
A technological rush, distinct in history, was observed near the beginning of the 20th century. These new technologies were accompanied by scale i.e., bulk production and access to huge markets. The Economies of Scale guided business success—the strong inverse relationship connecting fixed costs and output grew into a basis of Competitive Advantage.
Back then, investments in scale was the most sensible proposition. Not only did it lower fixed costs but also created a formidable barrier for competitors, denying them entry in the market. Every type of business spent the 20th century in the quest for scale.
The advent of game-changing new technologies such as mobile devices, social media, and cloud computing, augmented by Artificial Intelligence (AI), is whirling Economies of Scale into Economies of Unscale.
Specifically, rise of Software as a Service (SaaS) and emergence of Product to Platform Transformations—coupled with AI’s ability to customize—overthrows bulk production and mass marketing as a basis of Competitive Advantage. These progressions have battered the powerful inverse correlation between fixed costs and output that delineated Economies of Scale.
Today, minor, unscaled businesses, leveraging Platform Scaling Strategies while renting SaaS, can hunt in niche markets, effectively contesting big companies that are strained by decades of investment in scale, i.e., in large-scale production, distribution, and marketing.
The triumphant companies in the current tech rush—enabled by Platforms and SaaS—are the ones led by Customer-centric Design, providing each customer precisely what they want, that too while making a profit, and not companies offering everyone uniform products.
Large corporations can remain relevant in this era of niche marketing by taking leverage of their existing infrastructure through astute modifications in their use. They can deploy 3 key tactics to accomplish this:
- Product to Platform Transformation
- Absolute Product Focus
- Dynamic Rebundling
Let us delve a little deeper into the details of the 3 tactics for leveraging Economies of Unscale.
Product to Platform Transformation
Dynamic corporations have expended decades building scale which is extremely specialized for their industry. Efficient factories, distribution channels, retail outlets, supply chains, marketing expertise, and global partnerships have been painstakingly developed. It is time for these corporations to take a decision on whether it is more viable to rent out this capability to other companies or not.
An example of such an approach is that of P&G’s Connect + Develop program that has been running for more than a decade.
Absolute Product Focus
As corporations become bigger, emphasis on control becomes more pronounced—processes, regulations, stock prices, and a variety of non-core issues take precedence over great product offering. Niche market focus blurs and attempts are made to make a product that may appeal to the masses in an effort to create Economies of Scale.
In this age of Unscale, the product/customer-focused competitor preys on such weakness. Large corporations can mitigate the repercussion of such weakness by organizing as a network of small businesses focusing on core function while outsourcing non-core functions. Each business, completely dedicated to creating a product perfect for its part of the market.
Apple Inc. contracts out manufacturing to Chinese companies while keeping the R&D and innovation—its core function—in the U.S.
Dynamic Rebundling
Successful companies in this day and age of Unscale are the ones that make every customer feel like a market of one. A corporation—a compendium of products—can match this by initially understanding its customer, then bundling its products as per each customer’s needs.
A great example is The Honest Co., which in 2012, began selling specialized line of diapers and wipes by subscription. First year, the company raked in $10 million in revenue by supplying a niche customer, a niche product, dissimilar to mass-market brands. By 2016 it was making sales exceeding $300 million.
Interested in learning more about the 3 tactics for leveraging Economies of Unscale and how corporations have, in their own way, taken advantage? You can download an editable PowerPoint on Economies of Unscale here on the Flevy documents marketplace.
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You can download in-depth presentations on this and hundreds of similar business frameworks from the FlevyPro Library. FlevyPro is trusted and utilized by 1000s of management consultants and corporate executives. Here’s what some have to say:
“My FlevyPro subscription provides me with the most popular frameworks and decks in demand in today’s market. They not only augment my existing consulting and coaching offerings and delivery, but also keep me abreast of the latest trends, inspire new products and service offerings for my practice, and educate me in a fraction of the time and money of other solutions. I strongly recommend FlevyPro to any consultant serious about success.”
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“As a niche strategic consulting firm, Flevy and FlevyPro frameworks and documents are an on-going reference to help us structure our findings and recommendations to our clients as well as improve their clarity, strength, and visual power. For us, it is an invaluable resource to increase our impact and value.”
– David Coloma, Consulting Area Manager at Cynertia Consulting
“FlevyPro has been a brilliant resource for me, as an independent growth consultant, to access a vast knowledge bank of presentations to support my work with clients. In terms of RoI, the value I received from the very first presentation I downloaded paid for my subscription many times over! The quality of the decks available allows me to punch way above my weight – it’s like having the resources of a Big 4 consultancy at your fingertips at a microscopic fraction of the overhead.”
– Roderick Cameron, Founding Partner at SGFE Ltd
The phenomenal success of tech innovators using Platforms has spurred a desire in companies, from a greater variety of sectors and markets, to gain advantage of Product to Platform Transformation. This Transformation is based on the need to model businesses on a Customer-Centric Design approach. The need has arisen because the concept of Economies of Scale has [...]
The phenomenal success of tech innovators using Platforms has spurred a desire in companies, from a greater variety of sectors and markets, to gain advantage of Product to Platform Transformation.
This Transformation is based on the need to model businesses on a Customer-Centric Design approach. The need has arisen because the concept of Economies of Scale has become archaic and has been taken over by Economies of Unscale. Each customer is now being offered customized products and solutions.
The phenomenal success, by the trailblazing tech innovators, was achieved partly by deploying Platform Scaling that enabled Business Transformation and monopolization of the market. Though, this monopolization and questionable use of the Platform, especially data generated therefrom, saw attempts to regulate these tech companies—making the decision to scale a complex one. Understanding the intricacies of Platform Scaling is thus critical to the development and deployment of any Platform Strategy.
When considering Platform Scaling Strategy, there are 2 key aspects that are of utmost significance:
Regulatory Complexity
Regulatory Complexity means present level of legal and regulatory impediments that govern Platform entry and operation in a sector.
Regulatory Risk
Regulatory Risk refers to the probability of an upsurge in Legal and Regulatory Costs and Complexity in the future.
Some equitable and measurable metrics for calculating Regulatory Risks do exist but generally it is extremely challenging to predict policy outcomes or even ascribe odds to various outcomes.
A straightforward approach for Platform owners and operators to understand and evaluate the prospective combinations of Regulatory Complexity and Risk is to create a 2×2 matrix of high vs. low for the 2 factors.
Regulatory Complexity and Risk are turning out to be the determining factors in the strategic decision between Fast and Slow Scaling.
Fast Scaling, which has also been referred to as Blitzscaling, requires choosing speed over efficiency. Fast Scaling has the strategic objective of growing briskly, experimenting swiftly to tweak product-market fit, and taking advantage of robust network effects to achieve and maintain a leading market share.
Fast Scaling is required to activate 3 interconnected positive feedback loops:
- Network Loop
- Data Loop
- Capital Loop.
Slow Scaling is the most sensible strategy in areas with both High Regulatory Complexity and High Regulatory Risk. Slow Scaling does not disregard the quest for network effects, which are a requirement for success of platform businesses, but it gives preference to analysis, constant growth, and risk curtailment instead of speed.
Platform businesses functioning in High-Risk, High Complexity situations may evade pitfalls by employing 4 key components of Slow-Scaling strategy:
- Analysis of the Macro Environment
- Careful Risk Management
- Investment in Stakeholder Trust
- Incremental Geographic Expansion.
Let us now delve a little deeper into the various permutations of Regulatory Complexity and Risk, quadrant-wise, in the matrix.
QUADRANT 1
Regulatory Risk Regulatory Complexity
Low Low
Compliance costs are comparatively low in such situations and there are no serious deliberations among regulators and policy makers concerning restrictions on business models or operations.
The Strategy in this case is to Scale Fast.
QUADRANT 2
Regulatory Risk Regulatory Complexity
Low High
Sectors in such scenarios are highly regulated e.g., financial services sector. Significant workforce is employed in governance, risk management, and compliance activities. Entering such markets necessitates careful consideration of Regulatory Complexity.
The strategy in such scenarios is to Scale Fast.
QUADRANT 3
Regulatory Risk Regulatory Complexity
High Low
Operations are generally in a Regulatory void—i.e., no established and powerful regulatory authority, tight net of rules, or strict barriers to entry. There is a great degree of ambiguity regarding how regulators may react. Environment in such markets makes it difficult for businesses to mature discrete policy scenarios, allocate probabilities, and make strong assumptions on timing.
Strategy is to Scale Fast in such environments.
QUADRANT 4
Regulatory Risk Regulatory Complexity
High High
There is high Regulatory Complexity, such as unclear approach by various regulators in the various markets. There are strong chances of sudden change in regulator and policy maker’s approach due to a particular incident. Precipitous increase in entire sector’s Regulatory Risk triggered by events is highly likely.
The most sensible strategy in such cases is to Scale Slow.
Interested in learning more about the permutations of these 2 Scaling Strategies, areas of strategic focus, and the 4 components of Slow Scaling Strategy? You can download an editable PowerPoint on Platform Scaling Strategy here on the Flevy documents marketplace.
Do You Find Value in This Framework?
You can download in-depth presentations on this and hundreds of similar business frameworks from the FlevyPro Library. FlevyPro is trusted and utilized by 1000s of management consultants and corporate executives. Here’s what some have to say:
“My FlevyPro subscription provides me with the most popular frameworks and decks in demand in today’s market. They not only augment my existing consulting and coaching offerings and delivery, but also keep me abreast of the latest trends, inspire new products and service offerings for my practice, and educate me in a fraction of the time and money of other solutions. I strongly recommend FlevyPro to any consultant serious about success.”
– Bill Branson, Founder at Strategic Business Architects
“As a niche strategic consulting firm, Flevy and FlevyPro frameworks and documents are an on-going reference to help us structure our findings and recommendations to our clients as well as improve their clarity, strength, and visual power. For us, it is an invaluable resource to increase our impact and value.”
– David Coloma, Consulting Area Manager at Cynertia Consulting
“FlevyPro has been a brilliant resource for me, as an independent growth consultant, to access a vast knowledge bank of presentations to support my work with clients. In terms of RoI, the value I received from the very first presentation I downloaded paid for my subscription many times over! The quality of the decks available allows me to punch way above my weight – it’s like having the resources of a Big 4 consultancy at your fingertips at a microscopic fraction of the overhead.”
– Roderick Cameron, Founding Partner at SGFE Ltd
Humans instinctively want to share their experiences. The more experienced a person, the fuller they are with ideas. Many people view Listening Skills to be of lesser consequence than articulation and focus on learning how they can present their own views more effectively. Good listening—the keen and orderly pursuit of probing and challenging the information [...]
Humans instinctively want to share their experiences. The more experienced a person, the fuller they are with ideas.
Many people view Listening Skills to be of lesser consequence than articulation and focus on learning how they can present their own views more effectively.
Good listening—the keen and orderly pursuit of probing and challenging the information collected from others to enhance its quality and quantity—is key to developing a knowledge-base that creates new insights and ideas.
Listening is unquestionably the most efficient route to making informed judgments, particularly judgments that leaders have to make. That is why the Soft Skill of Good Listening is considered a building block of Leadership Development.
Good listening can lead to a longer and fruitful relationship at work and elsewhere. Exceptional Client Management and Team Management, especially, and a host of other situations demand Good Listening skills. Respecting the speaker, even if there is disagreement and reacting in the moment without expectation is part and parcel of Good Listening Skills. The speaker should feel respected and understood after having a conversation with a Good Listener.
People possessing Good Listening ability assume a somewhat passive speaking role in the conversation yet actively participate in the conversation using body language and follow-up questions. They display 3 Critical Behaviors that make them what they are—Great Listeners:
Demonstrate Respect
Making the speaker feel that what they are saying is important. This feeling gets reciprocated quickly.
Remain Quiet
One cannot really listen while busy talking. Remaining quiet enables understanding of the actual point the other person is making.
Challenge Assumptions
Good Listeners seek the underlying assumption in the conversation and challenge it. This generates new ideas and opens up paths untrodden.
Let us look a little more deeply into some of the key characteristics of the 3 Critical Behaviors of Good Listeners.
Demonstrate Respect
People displaying a Problem Solving Mindset solicit input from all levels and demonstrate respect in this manner. They always make the speakers feel that they have something exclusive to contribute and assume that the conversation partner has the proficiency to develop worthy solutions.
Remain Quiet
In a good conversation, the conversation partner speaks 80% of the time and the Ideal Listener speaks 20% of the time. A Good Listener poses questions in most of the 20% time. By remaining quiet the listener’s objective is to extract the prime motivation or thought behind the conversation. Patience and practice are needed to cultivate the habit of weighing in at the correct moment.
Challenge Assumptions
A Good Listener challenges long-held and valued assumptions in order to make gains from conversations. Ambiguity is embraced and a quest to uncover what both conversation partners can gain from the conversation is enlivened.
From the above 3 Critical Behaviors, we can synthesize the following 13 actions that a Good Listener should make while in an active conversation:
- Be fully present.
- Do not listen to respond.
- React in the moment.
- Do not have an agenda.
- Do not jump to give advice.
- Never interrupt.
- Ask follow-up questions.
- Listen as much as (or more than) speaking.
- Demonstrate listening.
- Be patient.
- Listen to learn.
- Be interested in what the speaker is interested in.
- Summarize what has been heard.
Identifying what a Bad Listener looks like helps avoid such behavior and consequentially move us on the path to becoming a Good Listener. Bad listeners may be categorized into the following 6 types:
- The Opinionator
- The Grouch
- The Preambler
- The Perseverator
- The Answer Man
- The Pretender
The same person can display these behaviors at different times and under different circumstances. Perfecting listening skills means learning what prevents us from seeking and hearing the information we need.
Interested in learning more about the critical behaviors and actions of Good Listeners, and 6 Types of Bad Listeners? You can download an editable PowerPoint on Soft Skills: Good Listening here on the Flevy documents marketplace.
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The concept of Return on Investment (ROI) was formed as part of the concept of Value Creation. The origins of ROI were in the Manufacturing sector, where it’s simple to measure time and output. Next, to adopt the concept was the Banking industry where intense competition necessitated Innovation Management and with that the need to calculate ROI. ROI calculation [...]
The concept of Return on Investment (ROI) was formed as part of the concept of Value Creation. The origins of ROI were in the Manufacturing sector, where it’s simple to measure time and output. Next, to adopt the concept was the Banking industry where intense competition necessitated Innovation Management and with that the need to calculate ROI. ROI calculation is now a common feature in every industry and business function.
Employee Training is part and parcel of workforce development. It necessitates spending a lot of effort and resources. Deliberating if the Training Program is going to be worth all the costs is a valid concern.
Return on Training Investment (ROTI) is the comparison between financial benefits obtained from a training program and the total cost of running that training program. The objective of ROTI analysis is to see whether the benefits outweigh the costs i.e., to establish if the investment was worthwhile.
ROTI calculation and analysis is significant when:
- Investment in a training program is viewed as a substantial outlay.
- Attainment of explicit strategic or operational objectives is associated with the training program.
- Financial benefits and their amount from the training program is ambiguous.
ROTI can be calculated dependably so long as:
- Measurement data on changes in business performance, pertinent to training, is reliable or can be rationally estimated by those who matter.
- Financial values can be assigned to the applicable performance measures.
- Cost related to developing, delivering, and handling the training program can be classified.
ROTI calculation involves selecting performance measures, gathering data on those measures as well as data on costs—both direct and indirect—related to training, and lastly calculating the Return On Training Investments.
Key steps in the ROTI calculation are:
- Choose the performance measures to use.
- Gather data on changes.
- Gather data on costs.
- Calculate ROTI.
There are 3 types of calculations that are relevant in ROTI analysis.
- ROTI as a percentage
- Benefit to Cost Ratio (BCR)
- Payback Period
Let us delve a little deeper into the calculation methods.
1. ROTI as a percentage
This calculation shows Net Training Benefits as a percentage of Training Cost. An outcome of 100% or more denotes that the Program has a Net Benefit after accounting for all the costs connected with running the program.
2. Benefit : Cost Ratio (BCR)
This ratio divides Total Training Benefits by Total Training Costs. When BCR is greater than 1, the benefits exceed the costs and the program is judged a success. When BCR is less than 1, the costs surpass the benefits and signify that enhancements or alterations are needed to warrant the continuation of the program.
3. Payback Period
This calculation exhibits the time in which the Training Investment will be paid back i.e., when the costs equal the benefits. The calculation is usually done in terms of months.
Monthly Training Benefits are calculated by dividing Total Training Benefits over 12 months.
It is pertinent to note that although ROTI analysis is important in evaluating a training program, merely a ROTI calculation will not typically be adequate to make the business case for a Training Program or influence top management to act. Sometimes we have to consider non-monetary benefits of training, such as a change in attitude. When monetary and non-monetary benefits are combined, these supplement Performance Management resulting in benefits such as reduced absenteeism, lower turnover rates, and more promotions from within.
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The purpose of Human Resources (HR) is to ensure our organization achieves success through our people. Without the right people in place—at all levels of the organization—we will never be able to execute our Strategy effectively.
This begs the question: Does your organization view HR as a support function or a strategic one? Research shows leading organizations leverage HR as a strategic function, one that both supports and drives the organization’s Strategy. In fact, having strong HRM capabilities is a source of Competitive Advantage.
This has never been more true than right now in the Digital Age, as organizations must compete for specialized talent to drive forward their Digital Transformation Strategies. Beyond just hiring and selection, HR also plays the critical role in retaining talent—by keeping people engaged, motivated, and happy.
Learn about our Human Resource Management (HRM) Best Practice Frameworks here.
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Studies on Team Motivation and Building Effective Teams stem from the research carried out in Psychology and Sociology. Wilhelm Wundt (1832-1920), the Founder of Modern Psychology, is credited with conducting the 1st research on the subject. The Social Psychologist Kurt Lewin (1890-1947) is credited with introducing the term “Group Dynamics.” The term defined the constructive and destructive forces [...]
Studies on Team Motivation and Building Effective Teams stem from the research carried out in Psychology and Sociology. Wilhelm Wundt (1832-1920), the Founder of Modern Psychology, is credited with conducting the 1st research on the subject.
The Social Psychologist Kurt Lewin (1890-1947) is credited with introducing the term “Group Dynamics.” The term defined the constructive and destructive forces within Groups of people. Lewin pioneered the Group Dynamics Research Center at the Massachusetts Institute of Technology, first of its kind dedicated to the study of Group Dynamics and how it could be applied to real-world and social issues.
The latter half of the 20th century saw attention shifted more towards studying how Group Performance could be improved in the workplace to foster an Organizational Culture of cohesiveness, and Tuckman’s study proved significant in this regard.
Bruce Tuckman’s Model on Group Development became one of the most influential studies on the subject. Originally conducted in 1965, the Model was further improved by Tuckman and his colleague in 1977.
Tuckman’s assertion was that each of the phases of the model is indispensable and unavoidable for the team to grow, face up to challenges, tackle problems, find solutions, plan strategically, and deliver results. Tuckman’s model has become the foundation for following models and commonly used by management consultants for Team Management and Client Management. For the model to be applicable in the work place, it is vital to comprehend the process at each stage and its concepts.
Tuckman’s Group Development Model comprises the following 5 stages:
- Forming
- Storming
- Norming
- Performing
- Adjourning
The 5th stage of Group Development called “Adjourning” was added in 1977, by Tuckman and his colleague Mary Ann Jensen.
Let us examine some of the stages of Tuckman’s model for Group Development in a little more detail.
Forming
The key dynamic of the first stage is Orientation. This is the stage where people are brought together in a Group. How quickly the group’s transition to the 2nd stage takes place depends on the clarity and complexity of the goal and members’ previous experience of working in groups. Some of the key characteristics of this stage include:
- An upbeat outlook of group members about what is to be accomplished.
- Anxiousness on part of members about what the other team members will be like.
Managers of the group at this stage have to be directly and intimately involved. Clear guidelines and structure by the manager are necessary to ensure that the team builds strong relationships.
Storming
The key dynamic of this stage is Power Struggle. At this 2nd stage team members feel more at ease voicing and questioning opinions, and that is when internal conflict flares up. Channeling this conflict in a positive direction will make for a cohesive team. Some of the key characteristics of this stage are:
- Perception formation about other team members’ abilities.
- Alliance formation among team members and discussions regarding the goal and the approach to achieve it.
The group leader has to show a Problem Solving Mindset at this stage, swiftly channel conflict between teams in order to avoid demoralization. Among many other actions at this stage, the leader also has to guide the team in decision-making and proffering explanations on how decisions transpired.
Norming
The key dynamic of the 3rd stage of team development is Cooperation. The members concentrate on settling differences to make way for clear definition of organizational mission and objectives. Manager’s role within the team transforms from that of leader to that of a team member.
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– Roderick Cameron, Founding Partner at SGFE Ltd
Business Transformations have become a necessity in the fast-changing technological and competitive business environment. Transformation is characterized by significant and risk-laden Restructuring of a company, with the objective of accomplishing Operational Excellence and changing its future course. Business Transformation is a priority for many top executives but it is usually a reaction to challenging circumstances rather than being a preemptive [...]
Business Transformations have become a necessity in the fast-changing technological and competitive business environment. Transformation is characterized by significant and risk-laden Restructuring of a company, with the objective of accomplishing Operational Excellence and changing its future course.
Business Transformation is a priority for many top executives but it is usually a reaction to challenging circumstances rather than being a preemptive measure.
Business Transformation is prompted by a combination of 2 situations:
- Need to address inherent problems causing organizational drag—these problems may be internal and/or external.
- Aspiration by the top management and other senior stakeholders to seize the occasion of addressing these problems, in ways that deeply alter the Business Model of the organization including Value Creation.
Business Transformation entails not just making incremental changes but fundamentally changing all or some of the following:
- Organizational Structure
- Core Product or Service Portfolio
- Systems
- Processes
- People—the way employees work
- Technology
Undertaking such arduous effort requires approaching the task in a structured way. Research shows that quite a few of such undertakings are based on anecdotal beliefs instead of being based on empirical data.
Countering this trend, the Boston Consulting Group conducted an empirical study of financial and non-financial data-set comprising 300 U.S. public companies. The data spanned a period of 12 years from 2004 to 2016. Selection was based on the following criteria:
- Companies that had a $10 billion or more market capitalization between 2004 and 2016.
- Of these, companies with an annualized deterioration in Total Share-holder Return (TSR) of 10% or more relative to their industry average (2 years running or more) were identified.
Based on extensive analysis—that included use of methodologies like trained proprietary algorithms, prediction models, and Multivariate Regression Analysis—a pattern pertaining to Business Transformation emerged. The pattern depicted the following themes:
- Frequency of Failure
- Impact of Digital Disruption
- Impact of Downturn
- Competitive Volatility
The study also suggested the following 5 evidence-based Critical Success Factors (CSFs) for achieving Transformation Success.
- Cost Management (drives short-term success)
- Revenue Growth (drives long-term success)
- Long-term Strategy and R&D Investment
- New, External Leadership
- Holistic Transformation Programs
Let us examine in a bit more detail some of the CSFs.
Cost Management
In order to launch the Transformation effort on the correct footing, Cost Management is key, in the short term especially. Predictably, empirical analysis suggests that the leading driver for organizations recovering from severe TSR deterioration is a determined Cost-cutting effort during the 1st year of Turnaround. By year 3, Cost Reduction is accountable for the major share of TSR growth as companies divert their portfolios and make available funding for growth investments.
Revenue Growth
Merely short-term operational improvements do not augur well for a sustainable Transformation. There has to be a long-term Growth Strategy put in place. For this to happen, leaders have to challenge the foundations of the company’s Business Model.
Research divulges that Revenue Growth progressively becomes the driver for TSR recovery after year 1 in all the successful Transformation efforts. Revenue Growth overshadows, by far, all the initial drivers for TSR recovery by year 5 of all successful Turnaround efforts.
Long-term Strategy and R&D Investment
Turbulent competitive environments, particularly, require long-term Strategic Planning and investment in Research and Development for fruitful Business Transformations. Empirical research and analysis demonstrates:
- A 4.8% difference between Transforming companies showing above-average long-term strategic direction compared to companies with a below-average orientation.
- More pronounced findings in transforming companies operating in turbulent competitive environments—long-term orientation linked with a TSR increase of 7%.
- Companies with above-average R&D investments had upwards of 5.1% TSR impact in contrast to those with below-average spending.
These CSFs strengthen the odds of success in Business Transformation individually. When used together, most of them produce an impact that is larger than the totality of their individual parts.
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“If you don’t transform your company, you’re stuck.” – Ursula Burns, Chairperson and CEO of VEON; former Chairperson and CEO of Xerox
Business Transformation is the process of fundamentally changing the systems, processes, people, and technology across an entire organization, business unit, or corporate function with the intention of achieving significant improvements in Revenue Growth, Cost Reduction, and/or Customer Satisfaction.
Transformation is pervasive across industries, particularly during times of disruption, as we are witnessing now as a result of COVID-19. However, despite how common these large scale efforts are, research shows that about 75% of these initiatives fail.
Leverage our frameworks to increase your chances of a successful Transformation by following best practices and avoiding failure-causing “Transformation Traps.”
Learn about our Business Transformation Best Practice Frameworks here.
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– David Coloma, Consulting Area Manager at Cynertia Consulting
“FlevyPro has been a brilliant resource for me, as an independent growth consultant, to access a vast knowledge bank of presentations to support my work with clients. In terms of RoI, the value I received from the very first presentation I downloaded paid for my subscription many times over! The quality of the decks available allows me to punch way above my weight – it’s like having the resources of a Big 4 consultancy at your fingertips at a microscopic fraction of the overhead.”
– Roderick Cameron, Founding Partner at SGFE Ltd
Problem Solving is a fundamental life skill indispensable for survival of an individual. It is honed in every person to varying degrees. It is especially a useful skill to embody Leadership Development. Problem Solving skill can be taught and learnt. MIT defines Problem Solving as: The process of identifying a problem, developing possible solution paths, and taking [...]
Problem Solving is a fundamental life skill indispensable for survival of an individual. It is honed in every person to varying degrees. It is especially a useful skill to embody Leadership Development.
Problem Solving skill can be taught and learnt.
MIT defines Problem Solving as:
The process of identifying a problem, developing possible solution paths, and taking the appropriate course of action.
Problem Solving is a process that can be approached using various strategies but each Strategy usually follows the same theme, consisting of:
- Identifying the Root Cause of the Problem.
- Logically Analyzing all the Details of the Problem.
- Formulating a Solution.
- Effectively Communicating and taking Action.
Problem Solving Strategies consist of steps that help identify the Problem and choose the best solution. There are 2 basic types of Strategies:
- Algorithmic Strategies – customary step-by-step instructions to solving Problems. For example, in algebra: multiply and divide before adding or subtracting.
- Heuristic Strategies – general guides used to identify possible solutions. An example would be IDEAL—Identify Problem, Define Context, Explore Strategies, Act on solution, and Learn.
A certain Mindset is required to be developed for becoming a great Problem Solver. There are 6 traits experts have identified that shape the Mindset of a great Problem Solver. A great Problem Solver will always:
- Be Constantly Curious.
- Be an Imperfectionist.
- Adopt a Dragonfly-eye View.
- Pursue Occurrent Behavior.
- Leverage Collective Intelligence.
- Practice Show and Tell.
Problem Solving Mindset is valuable for any person especially professionals, particularly an entrepreneur, manager, or someone in the leadership role in an organization. A team of skillful problem solvers can become a notable source of Competitive Advantage for an organization.
Let us delve a little deeper into some of the Mindsets that make great Problem Solvers.
Be Constantly Curious
Innate human partialities frequently blind us to a range of solutions too early in the Problem Solving Process. Superior and increasingly creative solutions arise from being Curious about the wide-ranging possible answers. Very young children embody this trait. They are resolute in figuring things out hence their never-ending and high-energy inquisitiveness.
Improved results are generated by accepting uncertainty, constantly asking questions like why is this solution better, or why not the other one?
Be an Imperfectionist
Absolute knowledge is virtually non-existent, especially for Complex Business and Societal Problems. Accepting that our knowledge is Imperfect can bring about more effective Problem Solving. Constant revision based on new evidence is key to good Problem Solving. This is possible when we begin by confronting solutions that imply certainty. And, this brings out tacit assumptions about probabilities and makes it easier to assess alternatives.
Most Problem Solving involves a great deal of trial and error. We form hypotheses, dive into data for validation, and either refine our premise or discard it.
Adopt a Dragonfly-eye view
The purpose is to gaze beyond the usual arrangement into which our pattern-recognizing brains want to gather perceptions. This facilitates identification of obscured opportunities and threats.
A good example of this is the approach experts took to tackle a major public health threat. They framed the Problem in larger social context—taking the Dragonfly-eye view—garnering wider support and success. Confronted with a complex social map and a ballooning infection rate, the Problem was tackled by widening its definition. The frame was shifted from a traditional epidemiological transmission model at known hotspots to one where, another affliction of a particular sub-set of the impacted population was targeted because it was more relatable. The major public health threat was made into a sub-set of the larger issue. The solution was implemented in 600 communities and was eventually ascribed with preventing more than 600,000 infections.
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– David Coloma, Consulting Area Manager at Cynertia Consulting
“FlevyPro has been a brilliant resource for me, as an independent growth consultant, to access a vast knowledge bank of presentations to support my work with clients. In terms of RoI, the value I received from the very first presentation I downloaded paid for my subscription many times over! The quality of the decks available allows me to punch way above my weight – it’s like having the resources of a Big 4 consultancy at your fingertips at a microscopic fraction of the overhead.”
– Roderick Cameron, Founding Partner at SGFE Ltd
