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Presentations and Workshops Toward Making A DifferenceSometimes, a presentation for an hour or so on the subject is all you need.
 But when you want to really engage your people with the subject, a facilitated workshop is an excellent way to harness the power of your Team - to inform, seek input, explore options and align on focused actions to make a difference. Going well beyond a presentation, an interactive i&A Workshop can address the specifics of your requirements, accommodate the availability of your people, and be sensitive to the number, nature and experience of your participants. Subject to the natural Resourcing Law that typically limits you to any 2 out of 3 from Quality (good), Price (cheap) and Speed (fast), i&A designs and facilitates workshops that contribute strongly to your intent while respecting your budget. In addition to undertaking general facilitation, i&A has particular expertise with Presentations and Workshops in the following areas:
| Phase | Workshop | Overview | Face Time | Presentations and Support Material | | Framework | Good To Great | "Can a good company become a great company and if so, how?" is the question asked by the well researched and highly acclaimed management book 'Good To Great' (G2G) by Jim Collins. This workshop provides an interactive opportunity to explore the proven G2G framework and gain insights about applying the G2G approach to benefit your own organisation. | 1 - 2 days | Good to Great Synopsis. Applying Good to Great Presentation. Interviewing for The Right Person. Action Plan. Progress Report.
| | Framework | Blue Ocean Strategy | The international best selling book 'Blue Ocean Strategy' (BOS) by W. Chan Kim & Renee Mauborgne provides a systematic approach to creating uncontested market space and making the competition irrelevant. This workshop reviews the BOS approach, principles and processes as well as the BOS forms so you can begin actively exploring and developing Blue Ocean Strategy for your own initiatives. | 1 - 2 days | Blue Ocean Strategy Synopsis. Blue Ocean Strategy Presentation. Forms for developing Blue Ocean Strategy. Action Plan. Progress Report. | | Planning | Strategic Planning | What are your organisation's answers to these questions: What does your business look like now? Beyond making money, why is your business in business? What are your Fundamentals; Purpose, Values and Core Strategic Vision? What do you want your business to look like in the future? What strategies are your management team aligned on and will execute at the operational level over the next 3 - 5 years to fulfil on your Fundamentals? | 1 - 3 days | Going Somewhere Presentation. Thinking about The Fundamentals. Future Possibilities with Merlin and Merlin+. Strategic Plan. Progress Report. | | Execution | Communicating and Executing The Plan | Understanding and aligning on your Vision and associated Plan for your organisation or initiative. Reviewing, generating, discussing and committing to performing specific accountable actions (What, Who, By When) that contribute to achieving your Plan and fulfilling your Vision. | 1/2 - 2 days | Leadership and Management Presentation. Business Process Improvement (BPI) or Business Process Reengineering (BPR) Presentation. Transforming your Organisation: Why Transformation Efforts Fail. Execution - Key Activities and Relationships. Action Plan. Progress Report. | | Execution | Delivering Knock Your Socks Off Service (DKYSOS) | Based on the revised edition of the definitive book about Customer service, 'Delivering Knock Your Socks Off Service' (DKYSOS) by Kristin Anderson & Ron Zemke, this workshop reviews and discusses the Principles and the How To's of DKYSOS, the Problem Solving Side of KYSOS, and how you Take Care of You.
| 1/2 - 1 day | Delivering Knock Your Socks Off Service Synopsis. Delivering Knock Your Socks Off Service Presentation. Action Plan. Progress Report. | | Information Systems | - | Information Systems related Presentations by Ian Howard: | 1 - 2 hours | Information Systems Directions - A Consultant's View Presentation.
Applying Good To Great so that IT Matters Presentation. | | Execution | The Art of Getting IT Right (AOGITR)
For financial and accounting information systems using a contestable Request For Proposal (RFP) process | Understanding how to use a fair and contestable Request For Proposal (RFP) process to successfully discover, source and implement a 'best fit' Information System to satisfy your organisation's current and strategic business requirements. | 4 x 1/2 days
or 1 - 2 days | The AOGITR Presentation. Sessions (including related Handouts): 1.1. The current Accounting lS Landscape and Procurement Process Overview. 2.2. Preparing for the Procurement Process; Expectations, Potential Suppliers & The Fuzzy RFP. 3.3. Running a Procurement Process through to a Formal Agreement. 4.4. Implementing - Successfully encouraging the Fat Lady to Sing. Action Plan. Progress Report. | | Execution | Project and Programme Management | Appreciating the principles and practices of modern Project and Programme Management. | 1 - 3 days | Managing Programmes and Projects Presentation. Project Set Up. Risk Management. Risk Mitigation. Issues Register. Action Plan. Progress Report. Status Report. | | Review | Strategic Review | A structured and independent review of your current Strategic Plan and related activities. | 1 - 5 days | Thinking about The Fundamentals. Strategic SWOT Analysis. Strategic Review Questionnaire. Strategic Plan. Progress Report.
| | Review | Tactical / Operational Review | A structured and independent review of your current operational / tactical activities. | 1 - 5 days | Thinking about The Fundamentals. Tactical SWOT Analysis. Tactical Review Questionnaire. Execution - Key Activities and Relationships. Progress Report. | | Review | Project Review | A structured and independent review of your Information Systems project to identifying positive aspects as well as areas of concern and opportunity that can addressed with effective action to improve project outcomes. | 1 - 5 days | Information Systems Project Review, Report and associated Action Plan. |
Resource: This Table The i&A Workshop Approach
Investing in a facilitated workshop is a positive way to successfully identify and address an issue or an opportunity or progress an initiative ... so long as you get useful and enduring outcomes from the workshop. An i&A workshop can align the participants on a compelling vision for the future in a way that enhances performance and contributes to the target outcomes of the workshop. During an initial planning phase our i&A facilitator works with your senior management to understand and design the workshop to fulfil your purpose, scope and target outcomes within the constraints of your operational logistics and budget.
An i&A workshop recognises that context is decisive. The world of the unspoken, or background from which people operate, has a significant impact on the success of any plan. While this context is not always explicit, it is extremely powerful and impacts both performance and effectiveness. This context is created by each participants' personal and organisational experience and expectations.
Since the perspective each person brings to a workshop significantly impacts their participation, it can be very helpful for the facilitator to conduct confidential one-on-one interviews with key participants to explore their views about the subject of the proposed workshop. These interviews can provide insights into your organisation's prevailing culture as well as the opportunities, concerns and obstacles your people see for the organisation and for themselves. While honouring the confidentiality of the personal detail, the overall themes that emerge from these interviews can be applied to refine the design, content and delivery of your workshop.
To maintain the focus of the workshop and assist the participants, agreed material is provided in advance of the workshop as pre-reading. It is important to highlight that the value that each participant gets from the workshop will be influenced by how well they prepare and engage.
Workshop Outcomes
Subject to discussions to determine your workshop's purpose, scope and target outcomes, in general terms our i&A workshops produce: A broad based Understanding of where you are now; Alignment on where you are going; A Plan with the What, Who and By When to get there.
Workshop Venue
As the host, you select and fund all costs associated with the venue. Unless your workshop's duration is less than a half day and you have appropriate internal resources, we recommend that you use an off-site venue to assist effective and focussed engagement by your people.
Indicative i&A Fees
The face-time for participants an i&A Presentation can be as little as 1 - 2 hours, and anything from half a day to 2 full days for a workshop. The work required behind the scenes to design and deliver a good participant experience to achieve the intended outcome can be significant.
i&A's fee for a workshop is shaped by the time of our engagement - which is determined by the workshop's purpose, complexity, design, preparation and duration, as well as your organisation's direct involvement in the planning, organising and delivery of your workshop. Our fee for an i&A Presentation can be for 2 - 4 hours, and our fee for a Workshop can range from 8 hours to 6 days of our billable time: Engagement | i&A Elements at the prevailing i&A Customer Fee schedule that is available on request | Short | Typical | | Presentation | Receive background briefing and conduct presentation: | 1 - 2 hours | 2 - 4 hours | | Workshop | Consulting with senior management to discuss, design & prepare for the workshop: | 2 - 4 hours | 1/2 - 2 days | | Workshop | Conducting and documenting themes from pre-workshop One-On-One Interviews with participants: | - | 1.5 - 2.5 hours / Interview | Workshop | Delivering and facilitating the workshop: | 4 - 8 hours | 1 - 3 days | Workshop | Documenting and reviewing the workshop with senior management: | 2 - 4 hours | 1/2 - 1 day | Workshop | Total Indicative Billable i&A Time for a Workshop: | 8 -16 hours | 2 - 6 days + Interviews
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Workshop Follow-through
While a facilitated workshop can stimulate positive change, making a real difference within an organisation does not happen by accident. Work-shopping with your people to align as a team, to be committed to the plan and empowered to achieve that plan is a great start ... but not a lot is going to change in the real world until the plan is implemented with effective action. Executing the plan is what makes it really work! The outcomes from any workshop will be more successful if it is a part of a change management process rather than a single isolated event. To get the best value from any workshop, we strongly recommend that you follow through in the following essential areas:
Buy-in and involvement: Conditions must be created that pull for the success of the plan; key people must lead to establish and nurture the conditions that enable a future to be achieved. A major challenge is to consistently communicate, enrol and align the staff with the plan, knowing that push-back, scepticism and reversion to convention are predictable responses to a new way.
Champions: It is vital to have champions that own the plan at all levels; champions who are unrelenting in their pursuit of success. These key individuals have the ears of the staff and need to be enrolled in this challenge. While there are a number of champions already, additional champions must be identified and supported to nurture success.
Early results: Nothing succeeds like success - and early results are essential to build and instil the right behaviours that produce effective action. Danger! Danger! Danger! The inevitable drift will be toward delays, and for a wide range of good reasons.
Maintaining the Future: How do you keep the possibility of success for the plan alive in the face of inevitable setbacks? Because people can lose sight of the bigger picture as they get on with getting on with it, it is essential to keep everyone aligned and committed through the obstacles that will naturally arise. Otherwise, the whole endeavour can fragment and loose power. Invitation: Contact Us if you would like to take this further.
Resources
i&A Presentations and Workshops (37kb .pdf Document)
'Why are we here?' by Ian Howard (29kb .pdf Document) |
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