Energy Into Results
The Fullstream Energy-into-Results methodology is a particularly effective self-learning process which applies the experience and results of the analysis whilst the analysis is underway. This feature practices our ethical commitment, fosters a co-authoring ethos (integral to the later leadership and change process) and demonstrates real-time sincerity and accuracy to its stakeholders.
The Fullstream model is a high-level analysis of the whole business unit by its management team. This view explores so-called soft and hard issues, their interrelations and the various contributions leadership make in the business unit's main areas. The management view can be complimented and triangulated by staff and/or middle management views.
The benefit of this view lies in its integrated approach and clear understanding/remembering of underlying complexity. The analysis instrument produces quantitative results rolled up into a single efficiency percentage which can be tracked over time. Such tracking measures effectiveness and sustainability of change over time.
Organisation Culture
People within organisational culture are the source of energy of an organisation. The healthier such energy the more energy is available to the organisation - to be lead and focused towards amplified action and better performance. The aim is for high synergy teams.
Since organisational energy is the result of organisational culture, we deal with that energy through organisational culture. High energy cultures are characterised by high humanness (high morale, care, trust, respect, meaningful, joy and fun, alignment to values) and high excellence (good service, time management, communication, high productivity, low absenteeism, high product/ion quality).
This all-staff view explores the so-called problems of the business unit. These problems are, in our experience, more symptoms of underlying larger issues, for example management and leadership practices, organisational culture, contextual tension, etc. Quantitative results are produced from qualitative/quantitative analysis.
This view offers both straightforward graphic reporting and serves to plan transformation journeys. Transformation journeys can be considered in relation to leadership options, for example: considering modern fusion leadership processes in contrast to dated managerial leadership processes. Transformation can be graphically plotted over time in order to measure.
Strategy and Leadership
Both strategy and leadership focus organisational energy into results. Not only does leadership play a definitive role in strategy formulation and execution, it facilitates synergistic organisational culture, and is instrumental in the planning and coordination of an organisation's action through systems and processes.
Implementation
The Fullstream approach to strategy implementation is based on the OPTI™ methodology which enables the organisation to determine what must be accomplished across the organisation's key result areas.
OPTI™ deals with the Organisation (how we are structured); Processes (how the work gets done around here); Technology (the enabling tools to do the job); Information (we have about our customers and our business).
The objective is to ensure successful change management in those aspects of the firm's operations impacted by the move to customer-centricity.
Customer Value Management
At the sharp edge of the Energy-into-Results methodology is the customer. Ultimately customers - and not brands or products - are the only source of revenue.
In developing profitable customer strategies for a client's business we typically start with the overall business strategy. We revisit the client's Vision and overall purpose of the business as well as its branding strategy.
Over the lifetime of the customer relationship we determine which customers systematically bring profit to the firm, generate exceptional growth, or without fail rack up fully-costed losses.
Thereafter strategies and treatments are created which direct company resources away from loss making customers towards those presenting profitable growth opportunities.
In our experience successful customer treatment strategies hinge on having the right leader (member of the senior management team) take day to day responsibility for the growth and profitability of each identified customer group.