Our Process

Integrated tools for integrated business

A single consistent framework – the unique tetradian model of the dynamics of the organisational integration – forms the methodological foundation and processes for all of our work:

  • Five distinct dimensions – practical (process), conceptual (knowledge-systems), relational (human issues) and aspirational (purpose) aspects of the organisation and its overall integration;
  • Five tests – efficientreliableelegantappropriate and integrated – to support continuous qualitative improvement throughout the organisation; and
  • Five principles of dynamic connection in all complex-systems – recursionrotationreflexionreciprocation and resonance – to identify gaps, inefficiencies and unneeded special-cases, and allow scaling of processes for any level, from individual to team to division to whole-organisation and beyond
  • Response-ability a unique understanding of power and responsibility, with definitions and diagnostics to identify functional and dysfunctional power-relationships, and resolve ineffective or dysfunctional transactions

To maximise business integration, all the models and processes we use (whether developed within our own organisation, such as SEMPERSCORE and VRMG, or derived from elsewhere) are linked into this overall framework.

Research-foundations for our work

Our consultancy work derives practical applications from a very wide range of research disciplines, creating links between these fields which provide both breadth and depth of knowledge. Some examples include:

  • Current developments in enterprise-architecture, whether IT-centric (FEAF, TOGAF etc), process-centric (ARIS etc), integrative (ArchiMate, DyA etc) or descriptive (Zachman etc)
  • Current research in knowledge management and knowledge practice (Davenport, Collison, Nonaka, Prusak, Snowden, Wenger and others)
  • Current research in business relationships – personality types within organisations, profiling etc (Beck, Cooper, Cowan, Coleman, Tieger and others)
  • Emerging trends in business philosophy and practice (Beer, Covey, Drucker, Handy, Jaworski, Sengé, Wheatley, Weinberger and others)
  • Developments in foresight theory and practice (Bell, Hamel, Hines, Inayatullah, Schultz, Slaughter, Ziegler and others)
  • Principles from ‘the new sciences’ – emergence, complexity, adaptive systems etc (Bohm, Peat, Sheldrake, Varela and others)