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Facilitation – Spending Money to Save Money

As Bob Dylan said “The times they are a-changing” and with that, a greater need to be more efficient at work and “to do more with less”. Most leaders will not need convincing of the imperative to engage effectively with staff, customers and other stakeholders, and to innovate to achieve more with less in the context of tough economic conditions. Facilitation, a word derived from the Latin word ‘facile’, is ‘the act of making something easier.’ At Integral Development we have been providing facilitation services for over eight years to over forty different organisations. Within an organisation most leaders already appoint someone from within to facilitate particular meetings but if you’re wondering why those decisions, policies and plans sit gathering dust on a shelf, or why they are not delivering the outcomes that were hoped for, then it may be that the facilitation process needs to be examined. Maybe essential stakeholders were not involved adequately in the process or that the leader assuming the role of facilitator was unable to contribute fully to content of the task, rather than its process? Perhaps the group found it difficult to trust that the leader’s facilitation was content neutral? Integral Development uses a number of proven processes and methodologies to deliver effective outcomes in strategic planning, community and staff engagement, scenario planning and visioning, process improvement and innovation. Our facilitators work closely with our clients to design, deliver and manage a complete process to achieve the client’s specified outcomes. Appointing an external facilitator … Continue reading

Asking for PD - web

Asking for Professional Development.

Professional Development – you want it, but you really don’t want to ask for it! You’d love to attend the Integral Women in Leadership Program or the Integral Leadership Program but you are dreading the conversation with your manager, director or Board – whoever it is who approves your professional development. Allow us to give you a few tips to help make the conversation a success: Be direct and don’t use qualifying words “I was wondering what you would think if I maybe attended this course in September, if that’s ok?” is definitely not an effective way to convince someone to support your professional development. Think carefully about what you will say before the conversation, and make sure you link it to any agreement about your development that you already have with your manager, as well as organisational performance outcomes. For example: “I’ve found the perfect program to address the development challenges we identified in my last performance review. It will assist me to develop stronger negotiation skills and a clearer sense of my career direction, as well as teach me some new skills to deal with conflict. As a result, I feel confident that I will be able to better manage my team and also deal more effectively with difficult customers.” That sounds much more convincing, doesn’t it? Predict the most likely questions and have a response prepared Hopefully you have done enough so far to convince your manager that this professional development opportunity might be worth considering. But they may … Continue reading


The Wearable Technology Revolution: wearables at work

How small smart sensors are changing the workplace. It’s 7 pm and Jim Bryne, a manager at an energy company, has done 8173 steps, walked 5.77 km and burned 1,902 calories. He still has time to go for a walk and get that pleasant buzz from the activity tracker on his wrist when he gets to 10,000 steps in a day. The companion mobile health app shows him his health data and gives him suggestions about how to improve his health. This data is shared with his employer who rewards him and his team for achieving their individual and group health targets. Jim is also waiting for a new wearable to arrive that will measure his breathing and tell him when he’s relaxed or feeling stressed. His health insurer will cover the cost, and in return he will share his personal health data with them. This might sound like a distant future, but for 24,000 BP employees in the UK this was normal last year. Jim was happy because he lost 6kg. His wife was happy as Jim’s risk of an early heart attack was seriously reduced. BP was happy as employee engagement with the program was high and the overall health risk for their employees declined by 8.6%. Thus lowering BP’s health care premiums and bringing down overall health care spending by 3.5% – with a ROI of $3:1. BP’s insurer was happy because their members were more engaged and healthier leading to lower claims. There is a revolution … Continue reading

The top ten list why GE provides a blueprint on how to successfully digitally transform

Posted April 27, 2014 in Driving Digital Transformation, The Challenge of Digital Transformation by Jeffrey Ries. The original post appears to have been taken down, the cached version is here. “The host of The Late Show, David Letterman, has been providing America with smiles since 1982. He recently announced that he will retire sometime in 2015 and Stephen Colbert will be taking over the reins. The show’s most famous segment is easily The Top Ten List which usually covers humorous topics such as “Top Ten Signs Your Kid Had A Bad First Day At School” or “Top Ten Rejected James Bond Gadgets” or based on current events. In an ode to David Letterman’s last few months sitting atop the throne of the “The Late Show” and our last case in Digital Innovation and Transformation, I have worked with the writer’s of The Late Show to create a top 10 list on why General Electric will be successful in the digital transformation age and provides a blueprint for other companies to also make the transition..   Drum roll please…. #10: Identification of changing landscape:  In 2011, GE invested $1 billion in the “Industrial Internet” which it referred to as the convergence of big iron and big data. Recognizing the coming shift, GE was prepared to lead its company into the future. GE identified that data from its products could be used to increase efficiency, minimize waste, and allow people operating machinery to make better informed decisions. #9: Support from senior leadership:  In order to drastically … Continue reading

HBR: Digital Lessons from a 122 Year Old Company

Originally posted April 30, 2014 in Driving Digital Transformation, The Challenge of Digital Transformation by Kristin, on The original post appears to have been taken down, the cached version is here. “This semester we’ve had the opportunity to look at a number of established firms that have attempted a digital transformation. Of all of the established firms that we’ve studied, few have taken as big of a bet on ‘digital’ as General Electric. I was surprised to see that a 122 year old industrial equipment firm has invested over $1 billion in building digital capabilities and new business models for its Industrial Internet initiative. However, after learning about the progress GE has made in the Industrial Internet Initiative, I became more convinced that GE has taken many of the right steps toward enduring success in its digital transformation. Four key themes I identified from GE’s initiative also provide critical lessons for other established firms who are undergoing digital transformation. Leadership from the top One of the most critical success factors in driving change at such a large organization is that it is supported at the very top. Jeff Immelt recognizes the changing landscape and the growing importance of software and services across GE’s businesses. Instead of focusing solely on the massive “core” hardware business, Immelt embraces the industrial internet as an opportunity – believing that GE’s huge installed base of (literally) billions of machines gives his company a right to win in the space. Immelt has set a vision … Continue reading

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