Questions

Thirty six client issues addressed to The Twelve within which Stellar®/ EnvisiontheFutureTM/ Iterance® have proven of particular value to the client’s growth as a sentient organisation.

36. Generic Profiles
  • How might we identify the generic profiles of a CEO, a non-executive director or indeed any other position or employee, at generic peak performance, in terms of what generic value they contribute to the organisation as a whole?
35. Start-ups
  • How can I define my start-up’s innovative product, and what do I need to take into account beyond product, customer need and margin?
34. Job-applications
  • How do I optimally prepare for my job-application to the company I want to work for, making clear that I can contribute to its unique value-creation capability, performance and growth through investing my personal capability?
33. Succession
  • How do I make explicit to my successor those principles around which I set up the company and have been leading it, so that he or she can continue to foster what can grow, and what the company wants to become, so that I can hand over my leadership to him or her with confidence?

 

32. Leadership
  • Am I the right leader for the coming phase of our company’s evolution?
31. Career Development
  •  How do I discover and describe what drives me in my professional life, so that I can live with those capabilities and principles more consciously and use them where they are needed, and so contribute optimally?
10. Governance
  • How can we best manage the proper oversight of our company’s behaviours and actions?

30. Digital Technologies
  • How can we assess our software, apps and other digital technologies to make sure that they support our business seamlessly, connecting us and our work to purpose within a whole-system framework?
29. Removing fragmenting structures
  • How do we defragment our organisation by removing those structures, processes and behaviours that block connection to purpose and no longer serve the whole-organisation, therefore offering no legitimate value?

 

28. Co-creation of unique value, and the experience of greater autonomy
  • As hands-on control becomes increasingly obsolete, how can we design a coherent set of principles within which all stakeholders can co-create unique brand value, develop a more pro-active entrepreneurial behaviour, and experience more autonomy and self-management?

 

27. Desired whole-systems behaviours
  • How can we design structures and processes that will shape desired whole-organisation behaviours that will be transparently appropriate?
26. Offshoring
  • How do we know whether offshoring is the right decision for our business?

 

25. Outsourcing
  • How  do we know whether outsourcing is the right decision for our business?
24. Downsizing
  • How do we downsize our company while safeguarding our unique value-creation capability, so that we don’t lose the baby with the bathwater?
23. Acquisitions
  • If we acquire company X, what chance do we have of integrating with it successfully, and what do we need to do to generate sustainable growth together?
22. Adjacencies
  • How do we know whether a proposed new product or adjacency will contribute to the growth of our core business?
21. Scaling
  • How can we scalably align all of our stakeholders with our value-stream-uniqueness?
  • How do we engage all of our stakeholders in a willing connection to purpose?
20. Pitching for work
  • How can we more successfully pitch for work by fully understanding the potential client's unique value-creation capability, and by connecting our purpose to their purpose?
19. Team-building
  • How do we find the purpose of our team and define our work and role in such a way that we mutually enforce each other and contribute optimally to the organisation as a whole?

 

18. Onboarding
  • How do we best induct new employees so that they fully understand the organisation’s core purpose, non-negotiable principles and behaviours?
17. Extended value-streams
  • How can we work together with our independent stakeholders – retailers, distributors, manufacturers, component suppliers, parts suppliers, raw material suppliers – to jointly manage and improve our shared value-streams in order to create more unique value for customers?

 

16. Value-stream
  • How can we optimally identify and manage our value-stream-uniqueness?
15. Differentiation
  • What differentiates our business from our competitors and how can we succeed in that even more profitably?
14. Long-term business sustainability
  • How do we identify, co-create, lead, manage and market our unique value in the interest of all stakeholders coherently and consistently throughout the whole organisation, sustainably into the long-term future?
13. Connecting operations to strategy
  • How do we ensure that operations fully and consciously carry strategic intention, directions and requirements and vice versa?
12. Management concepts and instruments
  • How do we give our management frameworks, concepts and instruments clear focus in order to connect them and therefore ourselves and all of our stakeholders through them to purpose?
11. Connection between financial and non-financial performance
  • How can we clarify the connection between our non-financial performance and financial performance indicators in order to convince professional investors of the integral value-creation within our company as described in our integrated reporting?
9. KPIs
  • How can we assess the value of our KPI’s in order to analyse whether they are qualitatively and quantitatively the right indicators which will help us grow to peak performance?
  • And how can we improve and refine them in such a way that they connect to the organisation’s purpose?

 

8. Stakeholder Value
  • How do we engage with the value-needs of all of our stakeholders (customers, investors, employees, suppliers, partners, our organisation itself, and our wider society)?
7. Employee engagement
  • How do I as a leader make explicit to my managers and employees those principles around which the company has been set up and with which I have been leading it, so that each and every one can contribute and co-create what we are capable of becoming, so that we can thrive in the midst of complexity?

 

6. Connecting to Purpose
  • How can we translate the purpose of our organisation into non-negotiables in such a way that everyone in the organisation can engage with it and connect to it; and that vision, mission, strategy will be inspired by purpose, and all work ‘from root to fruit’ will be aligned and therefore contribute to living this clear purpose?

 

5. Whole-organisation growth
  • How do we, who are moving beyond the framework of a traditional command-and-control hierarchy, become a successful co-creative sentient organisation?    
4. Business model
  • We have this wonderful product or service, so how do we create business around it, what is our business model, and how do we describe our core business not just in terms of product or service but as a unique value proposition and positioning?
3. Customers
  • How can we sustainably create unique value that will optimally satisfy our customers’ unique value-needs?
2. Vision
  • Building on the basis of who we are and what we do at best, what vision will be most potent in growing our business sustainably?

 

1. Overall strategy
  •  What do we have to do to grow our business to sustainable peak performance in times of complexity and change?