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Business design training Product planning Strategic planning

Every organization, from Fortune 50 corporations to municipal agencies, needs to plan and deliver programs that will make a difference to its stakeholders. Planning, designing and delivering programs or services that are supposed to meet the needs of various interest groups is usually a difficult, time consuming process. Disjointed manual processes are usually applied to collect ideas and opinions, and tracking action on this information is difficult. The end result is usually not embraced by all interest groups, so the impact of the program is diminished from the outset. Evaluating the process is usually daunting, so it's not done at all. How can the Concept System methodology change this pattern? Here's an example:

The Challenge:
A global telecommunications corporation division worked intensively on a global service strategy for the division: what support system needed to be established onsite at all corporate locations throughout the world in order to ensure competitive advantage that would affect success for their employees at each location?

The Solution:
CSI worked with representatives from the division's executive, technology, training, vendor relations and other areas to create a whole picture, shared by all stakeholders, of a global support program for their division. In a set of sessions that demanded only 4 to 5 hours of participant time, the stakeholders surfaced elements needed, organized them into concrete areas and attached priority ratings to them. The concept maps represented areas of interest and need, cultural/contextual considerations, and so on. Pattern matches identified categories of participants and their areas of interest.

The Results:
The client developed an action/implementation plan based on the concept maps, and identified offices of the division responsible for each area of the map. Offices took assignments based on the priorities surfaced through the ratings and pattern matches, and additionally applied a "readiness" rating, making judgments about the various global office's current readiness to implement each described area of importance to the global plan. This gave the client a guideline for implementation. The entire process continued to provide the client with a way to measure delivery of the system elements and to evaluate the effectiveness of the system after a time.