Without an accurate and thorough understanding of the data yielded from the applied service framework, the organization will not be able to interpret the results and understand the implications or changes that need to be made. Our solutions yield actionable data for your organization.
an accurate and thorough comprehension of the data yielded from the applied service framework
A key element of working with our clients is to help them in their first step of analysis by identifying the cognitive styles of the individuals (the multiple dimensions of their personality) and the type of culture that exists in their organization. Based on the context of the organization’s issues, we select the instrument that will provide the knowledge and understanding necessary to solve the complex problems preventing the organization from innovating and evolving. Having this knowledge and understanding helps promotes team restructuring, workflow optimization, and the implementation of new, innovative systems that make the systemic change needed for organizations to grow, expand, and profit possible. These systemic solutions address root issues within an organization.
Understanding the data
Without an accurate and thorough understanding of the data yielded from the applied service framework, the organization will not be able to interpret the results and understand the implications or changes that need to be made. The ISPI™ highlights an individual’s predispositions for a certain type of innovation. The ISPI™ makes visible the way an individual prefers to solve problems, what impacts their motivation, passion and decision making, as well as how they prefer to deal with control and work with others.
Determining the right innovation systems requires an understanding of the:
- Organization’s innovation priorities and goals
- Types of problems being addressed
- ISPI® of innovators
- Stage of development relative to the product lifecycle continuum
- Needs of innovators and key stakeholders
What drives a culture and its development?
- Leaders and Managers – Direct Power
- Determine the vision, strategies, goals, and priorities.
- Decide on policies, procedures, systems, and processes.
- Determine the structure of the organization, promote people, and allocate assignments.
- Measure performance and distribute rewards and punishments.
- Employees – Indirect Power and Influence
- Have a knowledge base on which others rely.
- Sustained presence.
- Have the ear of management.
- Are articulate and outspoken.
- Non-Human Elements of an Organization
Once leaders and managers determine the vision, structure, performance measures, reward systems, policies, procedures, systems, and processes, each of these elements take on a life of their own and wield power in the organization. They also communicate to employee’s important goals and successful processes.