The most effective, and sustainable, way to facilitate organizational change is to focus on improving business processes. Especially, key processes like R&D portfolio selection, product design and development, manufacturing, marketing and sales, and fulfilment strategy. If we get these processes right then the right culture and the right people will follow. Process is driven directly by business and customer needs. Culture and behaviour follow process.

Baker Street Publishing

The consulting firm Booz Allen Hamilton has published a wonderful collection of articles on culture titled, Don’t Blame Your Culture: Instead, make the most of it for raising your company’s performance.  Jon Katzenbach is one of the leading authors.  He is a respected 50 year veteran of the organizational change wars.  See the video below.  I recommend the collection to decision coaches.   The collection is offered for mobile apps, e.g., iPhone, iPad, Android devices, etc.

I’ve learned from experience that there are four levers that a CEO can work with to change an enterprise: the people, the organization chart, process, and culture.    The organization chart is easy to change so we see lots of CEO’s try that.  It is also relatively easy for a CEO to change people.  Some CEO’s are even foolhardy enough to make a direct attack on culture.   Most of these change…

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Competitive advantage from new insights on customers, risks and business cycles – Bain & Co.


It isn’t rocket science to figure that, if we keep asking the same questions, using the same metrics and look for familiar patterns in data we won’t get new, better answers or identify new patterns!

Identifying, mapping, monitoring and managing causal relationships is a means by which carriers of financial/insurance risk can seize a considerable competitive advantage…from an informational advantage.

Ontonix enables organisations [insurers] to do just that…in real-time, if required!

So, instead of relying upon attempts to predict the unpredictable and reflexive, post-loss, analysis the opportunity exists for ‘crisis anticipation’. Our experience of working across a wide range of sectors – from healthcare to aviation, automotive and engineering design to banking – is that, our unique analysis can enable effective loss prevention. A, potentially, transformational development for firms involved in insurance risk transfer, investing for future returns or protecting against unknown (or unknowable) future events…so where are the ‘Risk Leaders’? Read more of this post