Center for Business-to-Business Consulting

Our Organizational Model

Studies have shown that over 85% of the root causes of performance problems are in the organizational structures, systems and culture within which people work - put good people in bad systems, you get poor performance. So only focusing on the inner circle of Human Performance shown below almost guarantees that change will not be sustainable because leaders, managers, and staff are less than 15% of the real problem.

Trying to improve the performance of organizational structures and systems by reorganizing, changing leadership, or instituting new training and development programs creates change, but when done in a cultural vacuum without knowledge of an organization’s unique culture, people often solve one problem and unintentionally create others. Even radical approaches to organizational change like business process reengineering (BPR) create enormous amounts of change initially, but studies have shown that within two or three years the organization’s culture reemerges in a morphed and fatigued form.

Ground-breaking studies like Jim Collins’ books, Built to Last and Good to Great have shown that while an organization’s culture powerfully molds its operating style and can positively (or negatively) affect its overall performance, “culture” has remained one of the least understood aspects of organizational life – until now.

The advent of the Breckenridge Culture Indicator™ and the Harnessing Process™ has helped to change that. The frenetic pace and pressure created by the Global Boundary Conditions shown above, has increased the need for fact-based decision-making using scientific analytics, and for harnessing the invisible power of organizational culture.

We Deliver Insights, Change, Results™