In its simplest form, organizations are made of relationships and conversations. And collective learning is achieved through shared understanding.

Conversations build relationships, and shared understandings are the building blocks of organizations. We help our clients with organization building, one conversation at a time.

After two and a half millenniums, the Socratic Method still holds.

If the only tool that you have is a hammer, everything looks like a nail. Clearly, we shouldn’t try fixing everything with a limited set of tools just because we are familiar with them. Likewise for example, going Agile does not mean you have to start running Scrum Sprints.

We value choice and experimentation. We help our clients gain a broad scope of the many tools and concepts available with Lean & Agile and beyond, and we assist in selecting and experimenting the appropriate approach for each unique situation and environment.

A piecemeal approach to Organization Development will render it ineffective. For example, Organizational training should not be considered in isolation from organization design, process management and strategy etc.

Organizations are living, breathing, complex systems; input (intervention) into one part of the system may have a leveraged or regressing impact to another part (reinforcing and balancing feedback loops).

We help our clients develop a holistic systems perspective to their organizations and become cognizant of organizational dynamics; a key organizational risk management skill.

We make heavy use of mental models in teaching the various concepts that go into Lean & Agile. Many of these thinkings come from disciplines beyond Lean & Agile.

Mental models are extremely helpful because they allow compartmentalization of knowledge and provide the opportunity to map one’s own and “vicarious” experiences, making them realistic learning and pragmatic tools that become mentally immediately available when the situation arises.