Are you looking for a comprehensive system model to help drive sustained adaptability and business growth?
Look no further than RoundMap®.
Our innovative system model is designed to help business executives make informed decisions, identify areas of improvement, and optimize performance.
With RoundMap® and Positive Inquiry™ you can gain a deeper understanding of your organization, develop strategies to maximize growth, and improve employee engagement.
Take your organization to the next level with RoundMap®.
INTRODUCTION TO Roundmap™
While fast-paced breakthroughs are generally welcomed, their counterparts, rapid breakdowns, are known to cause anxiety and fear amongst staff members, leading to fight, flight, or freeze responses, curbing a firm’s readiness for change.
To cope with growing uncertainty, firms need to be on top of the market to quickly identify new threats and opportunities ensuring. Leaders are well advised to use all the eyes, ears, and minds available to make the right decisions.
RoundMap™ is a proprietary whole system business framework, built from the ground up, designed with the inevitable recession in mind. One of its many use cases is to increase customer and employee engagement, reduce customer and employee turnover, raise customer satisfaction, forge strong customer bonds, drive sustaining growth, and boost customer lifetime value ─ shifting the focus from customer acquisition to retention and extension.
While cross-silo collaboration is mission critical, we also train Grandmasters of Business™, people that can stand shoulder to shoulder with leadership to guide management and staff toward a vibrant, inclusive, connected, committed, diverse, customer-driven, trustworthy, positive, alert, data-driven, and future-fit organization.
United we stand, divided we fall. In times of rapid change, we have to set aside our differences, restore confidence, and work in unity across the functional and mental silos to bring about a future we desire for ourselves, our children, nature, and our planet.
1) We encourage you to continue reading if your organization needs a staff member that has the mental, social, and moral capacity to inspire, direct, lead, manage, guide, advice, govern, innovate, and transform the entire organization across the functional, mental, and data silos.
2) Sustainable means that the business venture is repeatable, ethical, and responsible for current and future communities and generations. It’s key to the long-term success of any business. (Forbes)
To face today’s environmental, social-economical, and political challenges, in a predominantly digital and global marketplace, firms need to prepare themselves nonstop for change. Business-as-usual is a luxury few can afford to maintain. In fact, for the next 5-10 years, change-as-usual will be the norm, as we evolve through a technology-driven, long-wave business cycle.
Harvard’s Heidi Gardner has found that: “As innovation hinges more and more on interdisciplinary cooperation, digitalization transforms business at a breakneck pace, and globalization increasingly requires people to work across national borders, the demand for executives who can lead projects at [the disciplinary] interfaces keeps rising.”
According to a Harvard/Yale Lecturer: “Breadth of perspective and the ability to connect the proverbial dots (the domain of generalists) is likely to be as important as the depth of expertise and the ability to generate dots (the domain of specialists). [..] The world, to put it bluntly, has changed, but our philosophy around skills development has not. It’s time to rethink our love affair with depth. The pendulum between depth and breadth has swung too far in favor of depth.”
RoundMap’s Grandmaster Program isn’t about becoming a jack of all trades. It is about increasing our ability to help determine what’s best for the firm moving forward into the future.
Considering that top-level executives’ main priority is to manage the ongoing business, while corporate governance officials primarily look backward, companies need to ask themselves: Who’s looking forward?
We’ve seen how detrimental it can be when CEOs think that they can rely on signals of potential threats and opportunities to reach the top in time and undisturbed ─ it won’t and we can’t steer a ship with hindsight vision!
Table of Contents
Forging High-Performance Teams from a Positive Culture
While preparing for a Positive Change project, to help integrate several marketing teams into one
The Great ReEvalution and Theory Y
Many wrote articles on the Great Resignation, a term coined by Anthony Klotz, a professor
The Paradox of High-Performing Systems
You may be familiar with Kurt Lewin’s Unfreeze-Change-Refreeze theory on organization change. Harrison Owen, the