Implementing our operating model (based on layered accountability) covers more bases than you might expect out of a process-oriented approach.  Our clients are always pleasantly surprised!

Typically when we begin to engage with a potential client, we hear from them concerning a myriad of pain points, as well as targeted goals.  We welcome this dialogue, of course, because it helps us to get a good picture of the current state of affairs as well as desired outcomes.  While some challenges are clearly within the realm of our standard program, some are not, and as such require a separate scope of work.  We clearly communicate where each desired outcome falls, either within the program or without, so that we can present the most meaningful and valuable proposal.

Recently, as we were reviewing a client’s desired outcomes in terms of whether or not they fell within the standard program, we found ourselves repeating several times over, “Yep, we’ll hit that.  Yes, layered accountability will enable that to resolve.  Yes, that will also be taken care of in the course of implementing layered accountability.”  Hearing ourselves through our clients’ ears, so to speak, we started to sound like we offer a universal fix for every operational and cultural challenge!

Here’s the thing:  Any organization requires two healthy elements to be successful – culture, and an efficient process for getting questions answered.

Culture and process are not independent of each other, so when we teach an operating model that allows for clear and quick decision making across all levels of the organization, we routinely find that morale and culture elevate, and  efficacy within specific roles increases.

Not all desired outcomes can be traced to layered accountability, but a surprising number certainly can.  Following a few initial interviews, we can very clearly demonstrate what pain points our program will alleviate.