Are you looking for a comprehensive system model to help drive sustained adaptability and business growth?
Look no further than RoundMap®.
Our innovative system model is designed to help business executives make informed decisions, identify areas of improvement, and optimize performance.
With RoundMap® and Positive Inquiry™ you can gain a deeper understanding of your organization, develop strategies to maximize growth, and improve employee engagement.
Take your organization to the next level with RoundMap®.
INTRODUCTION TO Roundmap™
While fast-paced breakthroughs are generally welcomed, their counterparts, rapid breakdowns, are known to cause anxiety and fear amongst staff members, leading to fight, flight, or freeze responses, curbing a firm’s readiness for change.
To cope with growing uncertainty, firms need to be on top of the market to quickly identify new threats and opportunities ensuring. Leaders are well advised to use all the eyes, ears, and minds available to make the right decisions.
RoundMap™ is a proprietary whole system business framework, built from the ground up, designed with the inevitable recession in mind. One of its many use cases is to increase customer and employee engagement, reduce customer and employee turnover, raise customer satisfaction, forge strong customer bonds, drive sustaining growth, and boost customer lifetime value ─ shifting the focus from customer acquisition to retention and extension.
While cross-silo collaboration is mission critical, we also train Grandmasters of Business™, people that can stand shoulder to shoulder with leadership to guide management and staff toward a vibrant, inclusive, connected, committed, diverse, customer-driven, trustworthy, positive, alert, data-driven, and future-fit organization.
United we stand, divided we fall. In times of rapid change, we have to set aside our differences, restore confidence, and work in unity across the functional and mental silos to bring about a future we desire for ourselves, our children, nature, and our planet.
Every successful organization has to make the transition from a world defined primarily by repetition to one primarily defined by change. This is the biggest transformation in the structure of how humans work together since the Agricultural Revolution.
1) We encourage you to continue reading if your organization needs a staff member that has the mental, social, and moral capacity to inspire, direct, lead, manage, guide, advice, govern, innovate, and transform the entire organization across the functional, mental, and data silos.
2) Sustainable means that the business venture is repeatable, ethical, and responsible for current and future communities and generations. It’s key to the long-term success of any business. (Forbes)
The task of leadership is to create an alignment of strengths in ways that make a system's weaknesses irrelevant.
To face today’s environmental, social-economical, and political challenges, in a predominantly digital and global marketplace, firms need to prepare themselves nonstop for change. Business-as-usual is a luxury few can afford to maintain. In fact, for the next 5-10 years, change-as-usual will be the norm, as we evolve through a technology-driven, long-wave business cycle.
Harvard’s Heidi Gardner has found that: “As innovation hinges more and more on interdisciplinary cooperation, digitalization transforms business at a breakneck pace, and globalization increasingly requires people to work across national borders, the demand for executives who can lead projects at [the disciplinary] interfaces keeps rising.”
According to a Harvard/Yale Lecturer: “Breadth of perspective and the ability to connect the proverbial dots (the domain of generalists) is likely to be as important as the depth of expertise and the ability to generate dots (the domain of specialists). [..] The world, to put it bluntly, has changed, but our philosophy around skills development has not. It’s time to rethink our love affair with depth. The pendulum between depth and breadth has swung too far in favor of depth.”
RoundMap’s Grandmaster Program isn’t about becoming a jack of all trades. It is about increasing our ability to help determine what’s best for the firm moving forward into the future.
Considering that top-level executives’ main priority is to manage the ongoing business, while corporate governance officials primarily look backward, companies need to ask themselves: Who’s looking forward?
We’ve seen how detrimental it can be when CEOs think that they can rely on signals of potential threats and opportunities to reach the top in time and undisturbed ─ it won’t and we can’t steer a ship with hindsight vision!
To maximize Situational Growth™, companies today need:
- to adapt to the rules of the digital economy,
- have the agility to launch new business ventures with speed,
- forge strong customer bonds,
- collect and democratize relevant data,
- build cross-functional teams,
- introduce customer roundtables,
- incite an overall commitment to its purpose,
- which is to make the biggest impact possible.
All this while considering the firm’s frugality, ingenuity, robustness, or resilience; depending on the situation in hand.
The Framework and Grandmaster Program is intended to serve the needs of:
- Companies that fail to achieve their growth aspirations (60-80% do) and need to overturn disappointing commercial results but have trouble identifying the causes.
- Companies that are too slow to react to forces that could impact the company’s health and performance.
- Companies that want to crush the silo syndrome by ousting the destructive effects of organizational barriers.
- Companies that need to launch new business ventures more quickly and more often and need a clear pathway.
- Companies that are/were forced to downsize, creating gaps in areas of expertise that need to be filled.
- Professionals that need to consider a business case from an executive’s point of view to identify with his/her problems.
- Professionals that want to be able to solve business problems that can only be solved from an integral perspective.
The Framework and Grandmaster Program includes:
- Business Roadmap™ (business venture design)
- Business Model Matrix™ (4 core business models)
- Product Carousel™ (product lifecycle)
- Customer Carousel™ (customer lifecycle)
- Growth Carousel™ (adaptive strategy)
- Business Carousel™ (business venture lifecycle)
- Situational Growth Analysis™ (mastering the situation)
Besides the models we’ve created, we fully encourage to apply third-party models, systems, or frameworks such as SWOT, Ansoff’s Growth Strategy Matrix, BCG’s Growth-share matrix, Porter’s Value Chain theory, Porter’s Five Forces, Kaplan’s Balanced Scorecard, Osterwalder’s Business Model Canvas, McKinsey’s Three Horizons of Growth Model, PEST analysis, STP model, DOI model, and PR Smith’s SOSTAC model. We don’t mean to defy, dismiss, or displace any of them: they’ve prevailed because they still produce valuable insights.
Table of Contents
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