Organisational Development


We have created a methodoloDefine, Measure, Develop, Achieve - Summarygy based on a simple premise of first defining organisational, positional or departmental talent needs, measuring current capability, and then working with organisations and individuals to close the gap between aspiration and current capability.

We ensure
alignment with the organisations business strategies, and we utilise a range state of the art products and services, for example The PT Matrix ™ and other dedicated emotional intelligence and leadership behaviours tools to ensure the full needs of our clients and their staff are met in an integrated and efficient manner.

The PT Matrix forms a major platform for our work in Leadership and Business Thinking. We have developed a suite of products and services that leverage The PT Matrix to provide an offering to our clients that helps drive excellence in the individual and in the organisation.

These form part of our Define, Measure, Develop and Achieve methodology.

Define, Measure, Develop, Achieve - Detailed V3

Case Study – Defining Organisational Excellence

Our client  is a professional services firm with global capability in strategic consulting, engineering and project delivery.  They recognised that to be successful in their strategic objectives it was imperative to align their people actions.

They wished to develop a robust career structure for all disciplines including encouraging non linear career journeys.  They aspired to a global way of working, whilst reinforcing the positive elements of their existing culture (e.g. strong sense of family) within a new line of business global structure.  They wished to create an environment that encouraged a performance based culture, and they aspired to be employer of choice in a competitive labour market.

We have recently developed for them an integrated people strategy which leverages the strengths of existing human resources documentation, systems and processes, for example Leadership L&D programs, Role Profiles and talent management activities.  The integrated approach appears below:

SKM Integrated HR # 2

Critically the Career Maps identify the skills required at each level of the major disciplines in the group.  The skills are defined in their Global Competency Framework which incorporates into each competency the traditional behavioural definitions and examples of positive behaviours, but also the business knowledge and experience, and the personal attributes that support this capability.

Response to this approach from human resources leaders and line managers has been overwhelmingly positive, with a strong desire to see it take life in practical applications that assist career discussions and performance discussions.  We are working with the organisation on the next phase of this program which is to take these building blocks and develop self managed online self evaluation and manager evaluation tools to assist in career planning and personal development.

This is an exciting initiative, which in conjunction with the development of integrated recruitment tools and development guides is an important part of our clients attraction, retention and organisational development strategies, and which will facilitate best practice in an industry not particularly known for leadership in people and leadership development and maximisation of career opportunities for staff and prospective employees.


Case Study – Measuring Current Capability

In working with a client which is one of Australia’s largest and highest profile department store and general goods retail chains, we had the opportunity to take a lead role in developing and delivering their new Retail Leaders development programs.

As part of assisting aspiring, new and experienced leaders in their personal growth we were able to leverage our leadership tools to provide a comprehensive behavioural framework (covering 19 individual behaviours at three levels of expertise) and develop a 360° survey tool covering 8 behaviours critical to success in a competitive leadership environment.
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These behaviours covered the gamut of responsibilities under Personal, People and Business Leadership, and the survey reports gave the individuals a much higher level of self awareness and some unique insights on strengths to leverage and development opportunities.  They also gave our client strong evidentiary data to drive learning and development activities and to assist in engaging the senior leaders of the organisation in the whole talent management process.

The PT Matrix - Management Partners Alliance

We also had the opportunity to put senior managers through another survey called The PT Matrix, which is aimed at assisting them understand their
preferred thinking styles and how having the right combination of perspective and thinking styles allows them to consider and deal with a full range of issues, opportunities and problems — operational or strategic, day to day problems or game changing issues – presented to them regardless of their particular role or level of seniority.

Case Study – Developing Leadership Skills

Our client’s transformation began some years ago as it shook off many years of neglect under a new CEO.   Part of this transformation was to introduce a leadership development program.

The program provided a lens for leaders to examine the predominant behaviors in the organisation, including their own and determine whether they would enable or limit the success of the turnaround and future sustained performance.  The program also equipped leaders with the skills and strategies that would enable them to manage their own behaviours and influence the behaviors of others in the organisation, promoting sustained behavior change at a concrete and practical level back in the workplace.

A mid stream formal evaluation process indicated that the vast majority of leaders reported personal success being achieved in the workplace as a direct result of applying the skills and behaviours covered in the programs.  Further, they also indicated that the program has made a significant contribution to the achievement of business outcomes.

The program initially was set up for the top 200 leaders in the organization, but because of the impact it was having eventually for over 2,500 managers and leaders had the opportunity to go through it.