One of the key themes of all our programmes is that process excellence must be accompanied with people excellence where an empowered and proactive workforce is created through a coordinated management approach that:

provides clear leadership and a sense of direction;

encourages innovation throughout the function;

involves staff in the decision-making process;

delegates responsibility to the lowest practical level;

achieves this within a performance orientated learning culture, which delivers measured improvements in operational performance, and highlights key business processes and cross-functional co-operation.

Many managers throughout the world accept the above intellectually, but few know precisely how to do it.  The key is to provide:

specific guidelines as to what excellent managers and supervisors should be doing, that is, the general management competencies required by the organisation to improve their management performance;

a regular self-assessment vehicle to enable the organisation’s senior managers to judge how it is progressing towards achieving the above organisational culture;

an understanding of how managers and supervisors learn to become more effective and create a Learning Organisation (one that facilitates the learning of all its members and continuously transforms itself) within their own departments/sections.

The key to success in any change programme is to integrate the need for improvement in individual effectiveness (managerial and technical competence) with the more tangible, hands on, action that will lead to improvement in organisational performance (providing clear objectives, featuring measurement, operational innovation and customer satisfaction and removing waste from business processes).  This will be done by designing the programme to feature solving real business problems and, while this is being done, teaches managers how they can learn to become more effective personally.