— our skills
Exploring new options instead of just leveraging existing ones is the key to an effective business strategy. As changes and unpredictability increase, finding an optimal balance between the new and the known is more important than ever.
We help companies identify and implement the most effective actions to evolve towards antifragility.
To achieve this, we work on all levels – strategy, organization, processes – with the ultimate goal of transforming the culture of the company itself through human-centered organizational designs and operating systems that change its paradigm and performance.
We implement a profound transformation that gives the company the autonomous ability to continually reinvent itself, transforming challenges into opportunities, guaranteeing forward-looking and long-term performances and impacts to fulfill its purpose.
We carry out these transformations through:
Transforming an organization into an antifragile system has no one-size-fits-all formula.
The biggest challenge is to create the best culture for growing talent and leadership necessary to generate the best responses to the strategic challenge.
We work so that the organizational culture is functional and supportive to the strategic design of the organization and people can recognize themselves in a harmonious and coherent way to be an active and real part of the future of their company.
We map the organization’s DNA by picturing its current culture (structure, values, behaviors)
We help develop the turmoil and tensions present in the organization by identifying the necessary cultural changes
We transform maps into a useful narrative for sharing and internalization
Seeing the organization as a living ecosystem proposes a paradigm shift that becomes evident in its organizational design. We need a whole new approach. The traditional model of organization, based on hierarchy, bureaucracy, control from above, a cascade of objectives and an opposing boss-employee relationships, does not respond to the new needs.
We redesign the organization based on:
The reason why of the organization as a reference point for strategy, decisions but also daily actions
A cellular structure to build antifragility directly within the organizational system
Responsibility, autonomy, situational leadership for distributed and dynamic governance
The harmonious and adaptive match between talents and the needs of the organization
OBJECTIVES AND KEY RESULTS
Responsible participation in the practical definition of one’s own objectives, functional to the strategy
Giving a concrete and measurable sense to the G of ESG through the new organizational designs
Organizations cannot become more antifragile by trying to predict the future, but by strengthening themselves against the uncertainty of the future. It is therefore essential to have tools that enable us explore the spectrum of possible futures to help us develop robust options, fit for every future, and targeted options that allow us to make a difference by creating the future we want.
Through the scenarios we develop the filters necessary to evaluate and reframe our strategies and to prepare ourselves adequately to face uncertainty.
Identification of the structure and dynamics of the forces acting on the organization’s playground
IMPACT AND UNCERTAINTY
Selection of the forces with higher impact and higher uncertainty
Generation of reference scenarios and construction of possible futures
Testing of strategic options with respect to possible futures and dynamic reframing of strategies
If plans are nothing, but planning is everything, then strategic agility means reformulating your plans quickly according to sensed changes. This requires having a highly sensitive situational awareness, learning through continuous experimentation to gauge market response, seeking competitive confrontation to strengthen the business, but also seeking collaboration to leverage the ecosystem. Above all, it means having an organizational design that enables this agility to be achieved.
Inclusion of the periphery of the playground (market front end of the organization and ecosystem) in the strategic action
Combination of internal (strengths and weaknesses) and external (opportunities and threats) factors and transformation of business models
DISCOVERY DRIVEN PLANNING
Strategic experimentation and incorporation of emerging phenomena
Tuning strategic ambidexterity (exploit-explore) against the organization’s life cycle, time horizons and scenarios
Building an organization capable of sensing, learning, and rapidly reconfiguring to effectively explore and respond to change
— FOR TEAMS
WE WORK WITH TEAMS TO INCREASE THEIR EFFECTIVENESS
— FOR THE PEOPLE
WE HELP INDIVIDUALS TO INCREASE THEIR PERSONAL AND INTERPERSONAL EFFECTIVENESS
— THE ANTIFRAGILE QUESTIONS
We can help you if you do not have the answers to these questions. Contact us