CIL @ Work

Some practical examples of CIL's work.

Capacity building; System Thinking, Visionary Leadership and Strategic Alignment

Telco organisation-National Market leader.

This organisation was in a liberalising market and had the benefit of a visionary leadership team during its rapid growth to market leader.
It needed to sustain its rapid growth in the face of increased competition and rapid technology changes.
Initial in depth interviews formed the basis for building a state of the art set of scenarios. The top leadership formed a forum in which they regularly met for strategic conversation. However, they needed to create an organisation-wide capability to change direction together as the market changed.
The C.I.L. designed processes in scenario-based strategy and building strategy and alignment were transferred to a team of internal change agents, mainly line managers. They became a resource, which was able to facilitate learning sessions for leadership as well as strategic planning workshops so that the entire organisation started developing a common language and culture of results focus. C.I.L. encouraged the organisation to measure specific results through engaging independent researchers. The result of this research and analysis was taken back into the leadership/strategy forum to provide further focus and momentum.

Purpose designed leadership development for middle- and top management

Pan-European energy organisation

The development of the curriculum started off with a company analysis, identification of relevant modules and thought-leaders in specific areas. Execution consisted of modules of highly interactive experiential learning, which was followed by practical application of the learning in the workplace.
Cohort groups of 30-40 managers attended from different functions across the organisation. These lateral connections across functions were strengthened during the development process and have enabled extensive cross-functional problem solving and improvements.
Organisation specific modules such as emerging technologies in the telecom industry, B2B opportunities or energy trading for utilities. These organisation specific modules are blended with the foundational modules such as System Thinking and Scenario Based Strategy, and Leadership for Results.
The results from this learning experience have been in three main areas; intensive business focussed learning and improvements, personal transformational learning, cross-functional teambuilding.

Scenario development for a globalisation strategy

Petrochemical and liquid fuels company

During initial interviews the key external dynamics were identified. These dynamics determined the focus of the scenarios. The internal dynamics were documented and used for an organisation diagnosis.
An internal strategy team then executed the scenario building by using specific techniques such as systems thinking, a driving forces matrix and story maps etc. Contributions from external experts and others who can question the thinking focussed on areas of intensive learning and assisted in challenging current assumptions.
Scenario writers and illustrators widened the reach of the finished scenario workbook in the organisation. We then assisted in embedding scenario thinking in the leadership and decision-processes.
The top executives personally sponsored the scenario development and communication in the organisation. The scenarios were used to test key strategic decisions for robustness and develop and test options for strategies.
The internal dynamics were used to identify any capacity limitation the organisation leadership might have in the future both organisationally and personally, and proposed specific action to remedy these challenges.

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