About Us

Perspective and Philosophy

In our ongoing research on organizational effectiveness, we have noted the growing strength of five key trends with regard to leadership development and strategic management:

Our Planning and Analysis Frameworks

One of the major challenges faced by organizations is the need to link leadership and organization development objectives more closely with strategic and business-performance targets. The model below, one of the tools from our Direction and Alignment (DNA)™ assessment process, can help you design development initiatives that make an impact on your organization's performance and effectiveness.

Most organizational development initiatives operate in the upper or green loop of the model. The best of those initiatives are rooted in the company’s strategic imperatives, the business drivers deemed crucial to the success of the firm. Based on those imperatives, an initiative design is created to develop and reinforce the capabilities and skill sets deemed necessary to the achievement of those imperatives. In order to ensure that the lessons and messages of the initiative become part of the fabric of organization, thereby driving organizational performance, efforts are made to link the initiative to the workplace through processes like action learning or leader-led development.

Unfortunately, this approach addresses only half the problem. Strategy is not a static activity. It is a dynamic process that must be changed and adjusted as the environment and the organization interact. In the same way, leadership and organization development processes must be dynamic. Whether or not development initiatives will make a substantive impact on the long-term performance of the organization, whether they will foster a culture of performance and change in pursuit of strategic objectives, is directly related to the bottom or red loop of the model.

An organization’s strategic imperatives are the drivers of performance and capability development for the long-term. In reality, those strategic imperatives must be translated into a set of short-term performance drivers that focus the development agenda on a particular set of capabilities at a given point in time. Examples might be the implementation of six-sigma, a push for top line growth targets, a drive for operational efficiency improvements.

For these initiatives to have an impact on sustainable performance improvement, they must address the most pressing concerns of the organization. And, they must evolve as over time. For example, after operational efficiencies are achieved, the organization may wish to move to global expansion. When global expansion targets are achieved, the organization may wish to layer on a new business development thrust. The focus of leadership and organization development processes must evolve as the organization evolves. Otherwise, we develop yesterday’s leaders for tomorrow’s organization.

In order to embed new skills and perspectives into the organization, human resource management systems must be continually realigned with the evolving business, leadership and organization development agendas. What gets measured is what directs focus, what gets rewarded is what shapes behavior. In order to drive performance today and build leaders for tomorrow, the organization must continually assess and evolve measurement and evaluation processes. These processes, in turn, drive progress toward the strategic imperatives which are further reinforced through timely, relevant development initiatives.

Our goal is to work with you to create integrated approaches to leadership and organizational development that address both loops in the model, to help you design initiatives that are timely, relevant, make an impact, and get results.

Collaborating With You

Based on an assessment of your organization's opportunities and challenges, Vicere Associates, Inc. will work in tandem with you to:

Contact us to further discuss our perspective and process. We would be happy to share ideas with you.