We help you and your partners surface hidden opportunities; between functions and organisations
A key finding from our research with the NHS Institute for Improvement and Innovation was that more often than not the greater opportunities for improvement reside at the boundaries of functional specialisms rather than within; the same is true of most of the service contexts we have worked with since. Moreover, introspective improvement work “in the silos” often serves to work against the purpose of the overall end-to-end system. The same is found to be true of organisational boundaries.
Collaboration is scary for many of us, often it seems to be at odds with being savvy commercial operators; it requires openness and to actively seeking to understand the other’s perspective. Collaboration is uncertain, emergent and requires the parties to embark on a voyage of discovery when there can be no knowing where it will take them or with what benefit. In our experience successful collaboration involves a common purpose linked to the end users perspective, and a preparedness to adopt, from the outset, a whole system perspective.
Nurturing a reinforcing cycle of increased trust, visibility, improvement and mutual benefit
We help clients, their suppliers and/or customers and partnerships progressively develop trust, enabling greater and greater visibility of operational nuances on both sides of what was once a Chinese wall. This reveals great many opportunities for improvement; delays, duplication, incompatibilities and rework. What emerges is a reinforcing cycle of increased trust, visibility, improvement and mutual benefit. Partners that we have worked with have enjoyed very significant benefits of these integrated and harmonious relationships.
The need for your authentic leadership
The early stages of the voyage puts relationships under greater pressure than ever, authentic, role modelling leadership is required by the most senior representatives of each organisation and strong, objective facilitation of the group and mentoring of the leaders is often called for.
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