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Tools and solutions
Consultants are usually well armed with their “proven” tools and techniques, whether to help diagnose problems or to help structure solutions. Most tools are readily transferable and have therefore become generic. What is less generic is the skill with which tools are applied. The summary below provides examples of some of the more interesting and innovative tools that we apply in our work.
Organization Self-Assessment using McKinsey 7S Framework.
  • Used to assess multiple dimensions of organization maturity or health in the areas of:
    • Strategy, Structure & Systems.
    • Skills, Staffing, Style & Shared Values.
  • Used with clients responsible for significant stand alone functions or with preferred partners, notably in Emerging Markets.
  • Requires application of multiple assessment tools, interviews and workshops for groups of 10-50 people.
  • See original 1980 seminal article on 7S Framework by Tom Peters:
  • http://www.workmonkeystudio.com/sites/default/files/Structure_Is_Not_Organization.pdf
  • A reformulation of the ubiquitous, yet misapplied, SWOT framework.
  • Used to structure strategy conversations and formulate strategic options and alternatives.
  • Ensures strategic choices remain anchored to capabilities understanding and avoid the “wishful thinking” trap!
  • See clear exposition of the TOWS approach to strategy by Michael Watkins: http://guterman.com/tows.pdf
Hot Chair !
  • Used to diagnose work flow improvement opportunities in highly mutually dependent operating environments.
  • Also used to shift mindsets and improve trust and communication between operating silos.
  • Executed via a highly interactive and structured feedback event for 30-60 people over 3-4 hours.
Capability Analysis & Assessment Hierarchy.
  • Used to distinguish between Organization Capabilities and Individual Competencies.
  • Organization Capabilities analyses are typically conducted as part of a strategy and business planning process.
  • Individual Competencies are typically analysed and assessed as part of an employee development process.
  • Execution and delivery conducted via workshops and training modules.
Board Launch.
  • Used to align & charter new management teams as part of M&A integration process or major internal restructuring.
  • Addresses three critical components for future success: Direction Setting, Governance and Operating Culture.
  • Executed via structured interviews and a 2 day workshop for the whole new Management Board.