The Power of Acquaintances

We’ve all heard the saying, ‘It’s not what you know, it’s who you know.’  In the modern world of work, who you know is more valuable than ever.

In your personal life – for example, your marriage – you will probably get more fulfillment and peace by having a quality relationship with one lifelong partner instead of flitting from one relationship to another.  We thrive on strong relationships with our friends and family.  They provide the support and love that is vital for our development and success. It does not work like that in business.  In the working world, the more relationships you have, the better.  In business, weak ties are a very good thing.  Quantity can be more valuable than quality. 

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Understand behaviour by understanding the brain

Do you have problems managing large groups of people?  I have a solution for you.  Read on.

There is limited space in our brains.  Our brains are similar to a Tupperware container  - you can only fit in so much.  There is a name for this – in cognitive psychology, they call it ‘Channel Capacity’.   You have different capacities to absorb and process different types of things.  You have an intellectual capacity, feeling capacity and a social capacity.   

The part of your brain that deals with complex thought and reasoning is called the neocortex.  Primates (monkeys and apes, including humans), have the biggest brains of all mammals and the neocortex is particularly large.  For years, scientists have wondered what determines the size of the neocortex.  Is it eating habits?  Is it intellectual ability?

A British anthropologist called Robert Dunbar discovered the answer – the larger the neocortex, the larger the social group in which the primate is able to operate effectively.  Humans have the biggest neocortex of all primates so we can operate better in larger social groups than say chimps or monkeys.

Dunbar’s research determined that the biggest group in which humans can cope effectively is made up of 150 people. 

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New Book: Future-Proof Your Child, by Graeme Codrington

Book Launch:

Future-proof Your Child by Nikki Bush and Graeme Codrington

Penguin Books is pleased to invite you to the launch of Nikki Bush and Graeme Codrington’s Future-proof Your Child, an essential book for 21st-century parents.

“Stop the world, I want to get off!” is the regular refrain of time-pressured parents today. “Give me an experience and I’ll promise you a relationship,” is the mantra of their children. The world has changed. The future has changed. Childhood is changing. Raising children has never been more challenging – or potentially rewarding.

Here’s a book purpose-built to help you take control.

Proceeds from sales at the event will go to the Play with a Purpose foundation. We’ll see you there!

Event Details

• Date: Wednesday, 29 October 2008
• Time: 7:00 PM for 7:30 PM
• Venue: The Auditorium, Indaba Hotel, William Nicol Drive
  Fourways, Johannesburg | Map
• Refreshments: or add your own
• RSVP: Leanne, leanne.douglas@za.penguingroup.com, 011 327 3550

Book Details

• Future-proof Your Child by Nikki Bush and Graeme Codrington
  Book Homepage
  EAN: 9780143025801
  Find this book with BOOK Finder!

Catching Gen Y with pizza delivery

I’ve been reading a lot of commentary recently about how differently companies need to be targeting Gen Y (people born in the UK after 1988), both as an employee and consumer. The Harvard Business Review has great commentary on the subject, and I’ve just come across a good example by the The Economist who is targeting college students in the US using pizza delivery boxes. Pizzerias around college campuses received Economist branded pizza boxes detailing world production stats on the students favourite pizza ingredients such as cheese!

It’s novel, entertaining, educational and clever…all the things that Gen Y expect from a marketing campaign.

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Warren Buffett’s definition of success

I love studying successful people.  I watch their body language in interviews, dissect their responses to complex questions, read their autobiographies and pour over commentaries about them so that I can copy some of their techniques and be successful too.

I have just read a transcript of an interview with Warren Buffett at the IMD Business School in Lausanne.

Warren Buffett is such a fascinating person because he is so clever, so rich, so wise and yet so very humble.

He was asked what is the definition of success.  His response hits the nail on the head -

I would say success… I’ll tell a story first.

There’s a woman in Omaha.  She’s in her eighties.  She’s a polish-jew, she’s a wonderful person.  She’s a friend of mine.   She told me, “Warren, when I look at someone, I am slow to make friends, because at the back of my mind, the question always exists – would they hire me?”

Now I would say this, if you get to be sixty or seventy, my own age, and if you have a lot of people who would hire you, you are a success.

And if you don’t have anyone who’ll hire you, no matter how rich you are;  no matter how many honorary degrees you’ve been given;  no matter what hospitals you are being named after you – you are a failure.

And it’s another way of saying that many people love you.  I have never seen anyone who has loved dozens of people, who is not a success when they get older.

I have seen a number of people who have all the ‘trappings of success’ by the world’s measurement.  They are rich and have their names on the newspaper and they isn’t a person on earth who loves them.  They can’t be a success.

If you have a lot of people who love you when you are sixty or seventy, then you are a very successful person.

To Catch a Wild Pig – A Parable About Today’s Society That Offers Valuable Lessons for Leaders

I came across this excellent article by Norman Wolife, President/CEO, Quantum Leaders, a regular contributor for Fast Company.

In it he describes how if you want to catch a wild pig you lay down corn in the forest and over a period of time build a fence one section at a time until the pigs are happy to enter through a gate in the fence to collect their “free food”. Once inside the enclosure the gate is closed trapping the pigs, they run around madly for a while but then calm down and return to the food. It takes some time to hunt like this but at the end of it you have the whole herd captured and not just one pig.

The parable is an interesting one in our western society today especially with the current financial crisis. The fence can be equated to rules and regulations slowly encircling business. Norman argues that we must guard carefully not to fall into the trap of being so dependent on the government that we lose our sense of responsibility and even worse, the very spark of life. On the other end is allowing things to run wild which has led to the financial crisis.

The trick is to find a balance between regulation and freedom and this requires true leadership. As the article points out “The trouble we have in our political system is we keep running back and forth between taming the wild pigs and letting them run wild. Wildness is good for creativity, entrepreneurialism, and the like. You want the free flow of energy to stimulate new innovation. And yet when you have unbounded flow of energy you have chaos, which then has to correct itself. As we learn to work with the powerful flow of societal energies, I believe we can learn to modulate the unbounded flow of energy while not reaching the point of constraining it to where we are limiting its flow.”

The parable’s lesson is not only for society but also for business. How many companies so over manage their projects that they miss out on the innovation and creativity of “running wild”. The lessons from the current crisis and the message for leadership is the importance of finding a balance between rules and regulations and the unbridled freedoms that lead innovation astray.

You can read the full article here

If something is wrong, why are people not proactive enough to fix it?

The Tipping Point by Malcolm Gladwell is an excellent book.  In fact, it was so good that I read all 267 pages in one sitting.

In 1964, a young lady called Kitty Genovese was chased and brutally attacked on a street in New York City.  That sounds tragic but not as tragic as this – 38 people witnessed the attack from the windows of their homes.  No one intervened or called the police.

After much analysis and media attention, it was decided that this event epitomized the alienation and anonymity of people in New York City.  Living in a crowded city like London, I can relate.  People are always in each other’s personal space so, in order to protect yourself, you zone them out.  Indifference becomes a conditioned reflex.  That sounds like a pitiful excuse so two New York psychologists investigated the Kitty Genovese attack further. 

These social psychologists staged emergency situations to determine which witnesses would help and when they would act.  The outcome was fascinating – the severity of the event did not affect a witness’s decision to help the victim or take proactive measures to solve the crisis.  The number of witnesses to the event determined whether people helped or not.

Gladwell says, ‘The lesson is not that no one called despite the fact that 38 people heard her scream; it’s that no one called because 38 people heard her scream.  Ironically, had she been attacked on a lonely street with just one witness, she might have lived.’

This is known as the ‘Bystander Problem’.  It means that, in a group, people are generally less responsive because they expect everyone else to act.  If no one does, they assume it is not a big problem.  Responsibility for taking action is diluted by a group.

The penny dropped for me because I experienced the ‘Bystander Problem’ many times at work.  As a manager, I was often shown problems that could have been solved earlier if someone used their initiative and was proactive.  But no one did this and now I understand why – when there are many people involved, they expect others to act.  Responsibility is diffused among the group.

I didn’t realize how sensitive people are to their environment.  Gladwell calls it the ‘Power of Context’ and says the moral of the story is that if you want people to change their behaviour – help someone in need or solve a problem at work – most of the time you can do this by considering the small, subtle details of their immediate surroundings.

Bank of England mentions the “R” word

Last night in Leeds, Mervyn King, governor of the Bank of England, told business leaders that he is concerned about rising unemployment and falling house prices and for the first time used the “R” word… stating ‘It now seems likely the UK economy is entering a recession’.

This was not an entirely unexpected statement and now that the realities of the financial crisis and credit crunch are hitting people in the streets, we are giving consideration into what this means for the various generations. Below is a small extract from a study and article that we are currently writing:

The Silent Generation, now in their late 60’s are the only economically active generation still alive to have experienced the Great Depression. Many of them have been waiting for the next crash, for them it has been a matter of when not if. This is a generation that trusts organisations with a long historical and stable track record so it will have unnerved them that some of the most respectable institutions such as RBS and Barclays have come so close to crashing. Silents are conservative by nature but the recent events will have them hiding money under the mattress, and for the time being maybe that is the safest place.

Baby Boomers are resourceful, they are also the most in debt generation of all time. Boomers are entering or closing in on retirement. Many are going to expect paybacks in the form of pensions, shares and equity in houses that just don’t have the value they expected right now. They are the sandwich generation having to fund their kids’ education and help support their parents who are living longer than expected and eating into “their inheritance”. The crisis is going to be a stressful time for Boomers. Companies need to be focusing on helping them as employees and customers to retain their commitment and loyalty.

Generation X grew up during a period of huge turmoil that defined the 70’s and 80’s. They have been anticipating this crisis for some time and if not financially, they are at least emotionally prepared. Generation X are survivors and comfortable with change. We expect them to become more focused on themselves, their family and what is important to them. Companies should not expect loyalty or handouts from this generation, the WIFM or “what’s in it for me” factor will become even more pronounced in this generation. They will be skeptical of your “agenda”, and need to be engaged relationally.

Millennials or Gen Y has never experienced an economic downturn. They are optimistic and confident. Many may not even be prepared for the implication of a downsized economy, less money and fewer jobs. They however, will not care. Gen Y has the confidence and access to the resources from parents – and particularly grandparents – to give anything a go. Expect Gen Y to take the crisis by the scruff of the neck, drive their own agenda and be central to societies changes. Don’t back off from being ethical or green during the downturn, they won’t buy your excuses.

Is there value in sharing strategy consultants with your competitors?

McKinsey is one of the most prestigious and respected management consulting companies.  They help solve strategic issues that keep senior management awake at night.  Their audience is generally the movers and shakers of corporate leadership who play a fundamental role in shaping the global economy.

Research reveals that they consult with 147 of the top 200 companies in the world (74%).  Two-thirds of the Fortune 1000 has hired them as strategy consultants.  80 of the world’s top 120 financial firms use McKinsey.

Wikipedia says, ‘Knowing that a competitor has hired McKinsey has historically been a strong impetus for companies to seek McKinsey’s assistance themselves’. 

I have been reading a book called ‘Re-energizing the corporation’.   The authors make an interesting point – if you are using McKinsey’s services, and so are your competitors, what are the chances you will gain long term competitive advantage?  Can companies acquire truly lasting innovation, direction and strategic inspiration, that will set them apart from others, if they are all hoping to get it from exactly the same source?

Discover how Generations predicted the financial crisis

The past few weeks in the financial markets have indeed been a rollercoaster of a ride! The ensuing fall out and chaos is well documented so I’m not going to comment about the crisis, but rather what I’ve found it intriguing, and something that perhaps has been missed is how accurately the crisis was predicted by Generational theorists.

Two key developers of generational theory, Harvard Professors Howe and Strauss predicted the current crisis using their generational research findings back in the early 1990’s. They mapped Anglo-American history as far back as 500 years to the war of the roses and identified a 80 year repeating cycle. These cycles, which they purported, create the generations and run on a two stroke beat of crisis’s and awakenings, each 40 years apart from the other, as illustrated in the graphic below.

The last “awakening” was the hippie revolution and the events that rocked the world in and around 1968. Frighteningly forty years… 2008 is the year their research identified as the next crisis… Many commentators argued that the events of 9/11 and 7/7 were the crisis, and for some time it was thought that Howe and Strauss had got it wrong. The key though is in their definition of a crisis, which is defined as – an event which changes the views held by society to the extent that society’s views and institutions are fundamentally different following the crisis. Using this definition 9/11 as traumatic as it was, was more of a speed bump in society than a crisis. After 9/11 society continued on as before, albeit with a ”little” war “somewhere” in the middle east. The current crisis though does have the potential to radically alter our world. Trust in the financial markets has been shaken, governments have nationalised banks and emerging economies are taking centre stage… The world is indeed changing.

As someone who is passionate about researching societal changes and the implications for businesses, I find all of this fascinating. We are currently developing a new presentation and research study on how the crisis will impact each generation at a point in time when they are all entering major lifestage changes. For example how will the crisis influence the values, attitudes and purchasing behaviours of Baby Boomers in or at retirement? We will soon be in a position to share our insights on the implications of the crisis for each generations. In the meantime if you are interested in learning more or would like to contribute to this discussion on Generations and the impact of the financial crisis please contact me at dean@tomorrowtoday.uk.com or leave a comment on this blog.

Another – new – reason to take Generation Y seriously

There is a mountain of media wordage about “generation y” at the moment. This group of young people has been variously defined as those born from 1978, 1984, 1989 and 1990 until present (or year 2000). However you define them, this is the youngest generation of employees and customers impacting the world of work at the moment. Their earliest generational memory was of the momentous shifts that shook the world in 1989 (Tiananmen Square, the Berlin Wall comes down, Romania is freed from dictatorship, the Communist Party is banned in Russia, America invades Panama – just to name a few. Oh, and Nelson Mandela was released from jail in February 1990). The Internet and mobile phones have been ubiquitous in their lives as long as they can remember, and the world has become increasingly “hot, flat and crowded” in their lifetime.

So, it’s vital to understand them as potential employees and customers. A Google search – or reading entries on our blog – will get you started. You can also check out our presentation on Making the Most of the Millennials.

But, and this is important, there is one other VERY important reason to take them seriously. They are already starting their own businesses. They are likely to be the most successful young entrepreneurs of all time. And you need to be aware of who they are and how they will compete with you over the next few years.

Probably the best article written on this comes from Inc magazine’s October 2008 edition. Read the article, Cool, Determined & Under 30. This is how they describe the piece: They are running businesses in fields as diverse as Wi-Fi and fashion, blogging and music. Combined, they manage nearly 600 employees and have raised more than $100 million from investors. They have graduated from (and, on occasion, dropped out of) some of the very best schools in the country. They are collaborative, creative, and — above all — confident. And here’s one more fact: All of them were born after October 31, 1978.

Navigating Through the Financial Crisis, by Booz CEO

TomorrowToday has done some work with Booz Allen Hamilton over the years, so I was really interested to be send an email containing a letter sent to all Booz staff by their CEO, Shumeet Banerji. Here is what I was sent (a quick Internet search shows this has been duplicated a lot of times, but the original is here, I think).

Navigating Through the Financial Crisis
A note from Shumeet Banerji to Booz & Company clients

I have been asked many times over the past few weeks what we think of the economic crisis—and how Booz & Company and our clients might be affected. My observations are backed with a particular form of data—the recent views of business leaders in some of the most important places in the world. For I am writing this on a flight back to London from Beijing, having just attended the World Economic Forum’s Tianjin summer conference—and having spent the previous two weeks visiting Booz & Company clients in Asia, Europe, and the Americas.

So. Is this the end of Capitalism? What caused this? When will it end?

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Graeme Codrington in the media

TomorrowToday’s global keynote presenter, Dr Graeme Codrington, has been featured in two recent media profiles on opposite ends of the world. In South Africa, he was profiled on MarketingWeb’s online magazine as a “trend forecaster”. Read The Marketingweb Interview: Dr Graeme Codrington, Mandy de Waal.

In the UK, Graeme spoke at the Institute of Financial Planners earlier this month, and was reveiwed and quoted in the Financial Times. Read Industry’s bubble is about to burst, IFP conference hears by Joy Dunbar.

Managers, ethics and a commitment for the future

In the wake of the world financial crisis, the analysis of “what went wrong” has started. Not surprisingly, one of the first groups of people singled out is managers. Here are some excellent thoughts from The Economist and the Harvard Business Review.

First, do no harm

Oct 7th 2008
From Economist.com
Do bosses need their own Hippocratic Oath?

ALREADY the managers of many of the world’s leading financial firms have been found wanting. Now, as the world’s economy slows, attention will turn to managers of non-financial firms, to see if they are any better prepared for the rainy day that was bound to come sooner or later.

It will be no surprise if soaring bankruptcies demonstrate that their risk management was just as inept, and just as focused on maximising short-term profits (and their pay packets) without thinking too hard about what would happen when the good times ended.

Why is this failure so unsurprising? In a new article in the Harvard Business Review, Rakesh Khurana and Nitin Nohria, who teach at the Harvard Business School, argue that the problem is literally a lack of professionalism. Contrasting corporate managers with doctors and lawyers, the authors title their article with their argument: “It’s Time to Make Management a True Profession”.

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People problems and pilots

Imagine being crammed in a room the size of a cupboard with an autocratic boss, who you don’t particularly like or respect.  Imagine that you have to sit with him or her in this small, confined space for over 8 hours.  You have to get on with the person because your career and 300 people’s lives depend on it.

It sounds like some sort of torture. 

My friend Rob is a pilot and he often experiences this.  He is a first officer (just below captain) and flies Airbuses.

He said that when he chose his career, he never anticipated the extent to which his diplomacy and people skills would be tested. 

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On-the-Job Woes

One of my favourite PodCasts is Business Week – Cover Stories. Editor John Byrne interviews the author of that week’s cover story. On 14 August 2008 the cover story was to do with research Business Week had completed on the most common workplace problems. I particularily liked this one because ‘generational differences’ came up as one of the biggest and most interesting issues.

TomorrowToday in South Africa and the United Kingdom has been researching and working with companies around generational challenges for over 6 years now. We’ve gained a large amount of insight and experience with some very big, medium and small companies, around the world, as they find solutions to the different world views and value systems that each generation brings to the workplace.

Today I enjoyed listening to yet another perspective. I identified with much of what was discussed (although I wished they’d said more). I continue to hold the view that many companies still fail to recognise that generational theory is at the heart of many of their people challenges (talent included). Of course it’s not the only one, but gaining a full understanding of this theory, holds the key to some effective solutions.

To listen to ‘On-the-Job Woes‘ PodCast follow this link.

Lucy Kellaway

If you’ve picked up a Financial Times, from time to time, you may have been introduced to Lucy Kellaway. I discovered her while wondering around iTunes looking for interesting PodCasts. And interesting is just one tiny word to describe my journey with Lucy Kellaway.

I know I’m opening myself to plenty by suggesting that she’s my modern equivalent to business that Luther was to the Catholic Church. She’s been a wonderful breath of fresh air, forcing me to be honest about business today. Forcing me to be honest as a consultant working with people who are ‘in there’ each and every day trying their best to make it all work.

Apart from finding the courage to find a way to invite her to South Africa, I’ve also spent a fair amount of energy and headspace wondering plenty about her philosophies around how business works?

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Tesco Personal Finance has lift off!

Tesco Personal Finance (TPF) was launched 11 years ago as a joint venture with RBS. They have been slowly but surely making in-roads into the financial sector, and this month Tesco plans to take full ownership of the business. This is interesting timing given the current financial crisis and even more interestingly, Tesco has big plans for TPF. Now with over 5.6 million customers TPF has it’s eye on the mortgage market. Bouyed by its half year profit results Tesco has the resources and the appetite to grow its banking operation, but perhaps it has even a greater asset in its arsenal, strong consumer goodwill and support.

While banks have focused their attention narrowly on bottom line profit and large city bonuses, Tesco has been focusing on connecting with its staff and customers and massive profits have followed. In 2007 Tesco embarked on a training course to help staff connect with people from different generations; and they are well known for championing the consumer. This is not just lip service but something that Tesco staff from junior to senior management live and breathe

So as the market forces and consumer anger forces banks to rethink their attitudes and behaviour, and the market forces reshape banking as we know it, keep a watchful eye on Tesco Personal Finance they could well be using this crisis as the catalyst and launching pad they need to redefine the future of banking into business that truly connects with customers values.

PERMANENT WHITEWATER: Fluid Leadership in Chaotic Environments

I subscribe to the free e-zine from Wharton Business School. You can sign up and read it online here.

Here is an article about leadership in turbulent times by Gregory Shea and Robert E. Gunther. I highly recommend you read it, and sign up for their e-zine.

In the summer of 2005, a group of a dozen kayakers on a private expedition set out to navigate 225 miles of the Colorado River as it winds through the Grand Canyon. One of the largest rapids in their course is known as “Hermit,” and the guides they met along the way warned that rocks on the riverbed had recently shifted, opening up a churning cauldron of water so ferocious it had already upended a 30-foot motor launch, the water-borne equivalent of a tour bus. Navigating the Hermit would be most difficult for the three rafts packed with supplies for the kayakers on their multi-day excursion.

The leader of the group, who had been down the river twice before, had waited 15 years for a hard-to-obtain private permit for the expedition and then invited a group of more than a dozen paddling friends from the Philadelphia Canoe Club to join him. He led the three rafts and deputized one of the most experienced paddlers to lead the kayakers. Many of the members of the expedition were trained in the basic principles of whitewater rescue but they had not trained at all in meeting the challenge that they would face that day.

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Surveys and rankings – Are they a true reflection of a company’s talent management ability?

Ernst & Young is ranked first in Business Week’s ‘Best Places to Launch a Career’ survey.  The Big Four accounting firms – PricewaterhouseCoopers, Ernst & Young, KPMG and Deloitte – all make the top five in the list.

In its 15 September issue, Business Week ranks the companies that are most appealing to graduates.  The article describes creative, cost effective techniques that companies are using to appeal to Generation Y.   It discusses how alternate reward structures like flextime, working from home, more time off and fast track promotions are luring young talent. 

It always intrigues me that the Big Four often appear high up on talent surveys and ‘where women want to work’, ‘best workplace’ and ‘best companies to work for’ lists.  These lists create the perception that the Big Four have superior talent management techniques compared with other companies.  But, are their high positions on these lists a true reflection of their ability to manage staff better than others?  The Big Four rank high in their ability to recruit talent but they still have a turnover of 15-20% compared to 5% in other industries.  Of the Big Four, Ernst & Young has the “best” five year retention rate – 34%.

The Big Four’s regular high ranking in ‘great companies to work for’ lists may be distorted for two reasons:

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What impact is the economic downturn having on talent?

The past two weeks have been crazy. On its front page, The Guardian newspaper declared: “This was the week the world changed.”

That is a huge statement to make and they are probably right. But what can you do about it? Well, we think a lot and believe your valuable input can make a difference.

TomorrowToday is undertaking a series of global studies to understand the impact of the current credit crunch and economic downturn. The first study is investigating what can be done to get the most out of one of a company’s powerful resources – talented staff.

How are you being affected by the economic downturn?  What effect has this had on your motivation and productivity?  

We value your opinion and are interested in what you believe can be done during this economic downturn. This survey will only take 10 minutes.  You do not have to be in HR to participate in this survey – we are interested in the effect the downturn is having on everyone.  

Once we have analysed the results, we will share the research with you so you can benefit from it too.

Please follow the link to the survey -

<http://www.tomorrowtoday.uk.com/surveys/engagingtalent> .

Put that in your iPod and er, listen to it

Here’s an interesting battle going on in the music industry, with Apple ‘threatening’ to close doors to iTunes, the dominant force in sales of digital music. (BBC has the full story)

If word gets out that music publishers are trying to stick it to consumers, and Apple is fighting to keep prices down on their behalf, well, there’s liable to be public backlash against the labels.

What we do?

Our office in the UK recently put some energy and effort into capturing ‘what we do’. An important piece of work to do regularly as a business. Isn’t it easy to end up doing things you didn’t go into business to do? Mostly it gets you into trouble, and of course from time to time it opens up new doors. Still, it’s an important reflection exercise to ensure you’re doing what you’re all about what you’re not, and what you’re capable of delivering on brilliantly.

“In turbulent times, people matter. When you’re trying to attract and retain staff and get them engaged and committed, or when you need to generate sales from new and existing customers, you have to understand what drives peoples’ attitudes and behaviour. This means that it is a business critical strategic imperative to understand their value systems. That is what TomorrowToday specialises in.

We inspire: Our professional speakers are amongst the best in the world, acting as catalysts to change. Through high energy, humour and entertainment our multimedia presentations convey powerful business messages at conferences and company workshops.

We inform: Our clients are quicker and better informed than their competitors about changing business, consumer and societal trends. Our diverse research simplifies complex trends and explains the “why” behind change. Once people understand the why, change is activated with energy and passion.

We impact: Through understanding, our consultants empower leaders and teams to create long-lasting and significant improvements in company performance. We help you analyse your current situation, identify opportunities and gaps, and empower leaders and staff with the skills to embed new thinking, structures, systems, processes, products and services.

We are world leaders in Generations: a valuable framework connecting companies, talented staff and valuable customers. We focus on understanding why people act and react as they do, and helping our clients connect with people more effectively for bottom line business improvement. By understanding their value systems, we can more effectively influence them, and develop high commitment while instilling passion in both staff and customers.”