Vision, Mission and Strategic Planning
At A Glance
Our client was a newly formed business that was in the process of expanding its domestic and global footprint. Recognizing the competitive nature of their business, the organization was working to identify ways to bring all employees together to leverage and promote organizational efficiencies and effectiveness. Through our initial discussions, it was clear that the client needed to start with defining the organizations’ vision and mission with an additional focus on building and aligning the organizational strategy.
What We Did
The client engaged with us to co-create a future vision of what the organization should be as well as clearly defining what the purpose of the organization was. Working with the executive team, we designed and facilitated team meetings to create the vision and mission. Once that objective was completed, we worked with our client to develop an action plan to deploy, communicate and ultimately integrate into the culture of the organization.
As we continued to work with our client on socializing the vision and mission, a follow up process was designed using strategic planning tools to develop the organization’s strategy. We worked with our client to develop the strategies through all levels of the organizations to ensure goal alignment. This included helping departments create goals that aligned up to the organizational strategies. We continued our work with the individual departments on the execution of the goals as well as creating an audit process for goal completion.
Change Management
At A Glance
A Fortune 500 company was experiencing multiple change initiatives that were significant to the overarching business transformation efforts as aligned with the organization’s strategies. The request for services was made to identify organizational and individual readiness. Furthermore, the client wanted to understand potential barriers to change and ways to address resistance.
What We Did
Following initial meetings with the organizational leaders, a customized organizational/individual readiness diagnostic approach was prepared that was tailored to the specific culture change that this organization was anticipating. Catalyst Change Consultants developed the instrument, data gathering approach, conducted the focus group sessions, analyzed the data using qualitative and quantitative research techniques and then prepared a comprehensive feedback report for our clients. The report highlighted specific barriers to change at both the organizational and individual levels as well as recommended solutions to ensure change success. This engagement resulted in an extended partnership with this organization to develop and implement change as well as help design strategies to address resistance.
Customized Training
At A Glance
Often times, clients will have a learning gap within their organization and request specific training to meet the need. These requests have varied from soft skills training (time management) to leadership skills (change management).
What We Did
With backgrounds in curriculum development and university teaching, Armatas Advisory Group will begin the process to design curriculum with a solid understanding of the problem and the client’s learning objective. This results in formalizing a needs assessment and then working to clarify the goals and the objectives of the training. Developing and deploying specific training with follow up measurement recommendations as well as suggestions for ongoing learning as part of the overall solution delivery.
Leader
Strategic Leadership
At A Glance
In the early part of the 21st century, our client was a Fortune 500 technology organization that recognized it needed to respond to strategic changes in the environment that was driving competition and forcing more complexity in the solution offerings that it needed to provide. Much of their strength, to date, relied on knowledge capital that served as a differentiator from their competitors. However, the organization recognized that much of that knowledge was not being transferred and many of those employees would be retiring over their next decade. The response was a recognition that they needed to clearly define their leadership model and leadership capability within the organization.
What We Did
To begin the engagement, we worked with senior leaders to ensure alignment and consensus around the importance of a unified leadership strategy for the organization. Next, we collected data to understand what was currently in place in terms of a defined leadership model for the organization. In this particular organization, they did not have clearly defined model yet deemed it appropriate that a leadership competency model be constructed. Based on this finding, we worked with internal HR to define a leadership competency model. Once the model was validated and agreed upon, we helped the organization assess their internal talent against the defined competency requirements as well as against anticipated future organizational needs.