Who we are

A unique mix of experts with managerial and directive experience, in addition to solid background as consultants, academics, and researchers. We have been successful implementing processes that take the strategic intent of an organization to the individual level, such that the contribution of each job/person to the organizational strategy is clear.

MISION

To design systems that allow organizations and employees:

  1. Understand and share the organizational strategic process,
  2. Develop a results and processes orientation that aligns to the organization’s goals and strategies.
  3. Have a critical and systemic thinking.
  4. Be explicit in the definition and acceptance of expectations.
  5. Support the identification and development of organizational competencies.
  6. Take responsibility for the behaviors and results delivered.
  7. Be congruent.

VISION

Our clients achieve the goals they target..

VALUES
  • Results orientation.
  • Process alignment.
  • Systemic thinking.
  • Critical thinking.
  • Explicitness.
  • Congruence.

Countries where we have worked

usa mexico panama
Countries where we have worked

Benefits

Our methodology works if your organization targets the creation of a culture of orientation to results. We achieve this based on:


Strategic alignment

  • Definition of mission and vision.
  • Stakeholder analysis.
  • Analysis of strengths, weaknesses, opportunities and threats (SWOT).
  • Definition and deployment of organizational strategies to all organizational levels.
  • Definition of objectives and KPIs, and cascading them through the organizational structure.

Alignment of individual contributions

  • Design of jobs with objectives that are aligned with those of the organization.
  • Explicit results expected from each employee.
  • Validate that jobs are challenging, motivating, interesting and significant.
  • Establishment of processes that allow employees to deliver the right results, on time.

Empowerment

Development of the autonomy and competencies employees need to satisfy the demands of their jobs.

Motivation

Model of rewards based on results.

Leadership

Development of coaching and leadership skills to those in supervisory roles.

The science behind

Our solution is based on decades of scientific investigation and best world organizational practices. This has made us successful in our implementations. Science and best world practices backup our proposal. Next, we list some of the theories/practices in which our solution is based.

Results

Results = f (Alignment, Empowerment, Motivation) – Porter & Lawler, 1968. The results an individual produces are a function of:
  • The alignment between their expectations and those of the organization.
  • Their empowerment.
  • Their motivation.


    • Alignment

    Cascading down strategies is the organizational practice most implemented worldwide. However, many implementations fail because the objectives are not assigned to specific jobs/people. Our solution makes sure all strategic objectives are assigned a responsible party. Moreover, we incorporate these objectives in the Results, Performance and Rewards Management Process. This way, we ensure such objectives receive the proper tracking.
    To be aligned means to do the right things.


    Motivation

    Goal setting theory (Locke, 1968) is, by large, the most dominant, reliable, valid, and generalizable theory of motivation. We incorporate the results and best practices related to this theory. This way, we ensure employees are willing to initiate, maintain, and persist in their effort to achieve the goals agreed upon with their supervisors. Scientific evidence is clear in identifying motivation as a direct antecedent of results. To be motivated is equivalent to wish to do the job.


    Empowerment

    Initially proposed by Porter & Lawler (1968) as an antecedent of performance under the idea of skills, empowerment includes having the competencies (knowledge, skills, abilities, and other characteristics) to do the job and the autonomy to execute the actions that lead to the desired results. Numerous empirical investigations support empowerment as an antecedent of results.
    To be empowered means to be able of doing the job.


    Results, performance, and attitudes

    We understand results, performance, and attitudes are different phenomena. As a consequence, we treat each of them as it should be treated. Each of these elements is important and a part of organizational functioning. This is the foundation to create a congruent system for employees to deliver what the organization expects from them. Result is outcome, consequence, deliverable. Performance is action, activity. Attitude is a mental and emotional state based on the beliefs that characterize a person and influence the way in which such a person behaves and performs.


    Leadership

    The best way of predicting employees’ performance is by measuring the quality of their relationships with their supervisors (Graen & Canedo, 2022; Gottfredson & Aguinis, 2017; etc.). Vast empirical evidence supports Leader-Member Exchange (LMX) as the best theory to understand and develop leadership in organizations. This theory focuses on the quality of the leader-member (supervisor-subordinate) relationship. We put into practice LMX aspects that will help our clients improve leadership relationships in their organizations.


    Authenticity, psychological safety, and know-how (ASK)

    The presence of these characteristics (ASK factors) in a leader-member relationship influences:
  • Behaviors
  • Results
  • Project success
  • Team effectiveness
  • Psychological safety
  • Life/work balance
  • Organizational health and other desired outcomes.
    • Our solution measures, tracks, and feedbacks ASK levels in leader-member relationships

    Job characteristics

    The way in which each job is defined impacts:
  • Motivation.
  • Quality of work.
  • Job satisfaction.
  • Absenteeism.
  • Retention.
    • In particular, the variety of required competencies, identity and significance of the job, and the autonomy granted to the individual in the execution of their job and the feedback received impact (Hackman & Oldham, 1976):
  • The significance experienced by the employee.
  • The responsibility the individual takes of the outcomes.
  • The knowledge the individual has of the results of the work.


    • Typically, our interventions involve

    Organizational structure

    Strategic planning

    Model of strategic competencies

    Catalog of technical competencies

    Job profiles

    Assessment center

    Identification of opportunities of development

    Results, performance, and reward management

    Reports

    KPIs dashboard

    Contact

    Write asking your questions or requesting any additional information