Organizational Assessment
According to peer review management literature, the failure rate of business strategy implementation is between 30 to 90 percent. Many consulting firms help develop strategic plans but are absent during the implementation phase. The workforce plan and the skill gap analysis to implement the strategy are not addressed. The budget is not discussed. As a result, adapting the costly strategic plan to a changing environment becomes a near impossible task. We believe that managers should be trained in developing sound strategic plans that they can adapt themselves. While many non-profits may not have a long-term strategic plan in place, successful implementation of their informal strategy could have a significant positive impact. An organization assessment may lead to the development of efficient (process) and effective (result) outcomes needed for implementation purposes. Orbis’ Organization Assessment will investigate the change readiness and the alignment between:
- The Strategic Plan.
- The Workforce Plan.
- The Organization Structure.
- The Budget allocation system.
- Culture and its core values.
- Process management and underlying policies.
Our methodology is both quantitative and qualitative, but our unique approach relies on an innovative approach called Sense-making by understanding how people experience the world and how they respond to challenges, we can better understand the issues at hand and provide both custom-tailored recommendations and actively support the implementation. By inspecting the strategy, the people and the systems, we can develop better solutions
Organizational Assessment
According to peer review management literature, the failure rate of business strategy implementation is between 30 to 90 percent. Many consulting firms help develop strategic plans but are absent during the implementation phase. The workforce plan and the skill gap analysis to implement the strategy are not addressed. The budget is not discussed. As a result, adapting the costly strategic plan to a changing environment becomes a near impossible task. We believe that managers should be trained in developing sound strategic plans that they can adapt themselves. While many non-profits may not have a long-term strategic plan in place, successful implementation of their informal strategy could have a significant positive impact. An organization assessment may lead to the development of efficient (process) and effective (result) outcomes needed for implementation purposes. Orbis’ Organization Assessment will investigate the change readiness and the alignment between:
- The Strategic Plan.
- The Workforce Plan.
- The Organization Structure.
- The Budget allocation system.
- Culture and its core values.
- Process management and underlying policies.
Our methodology is both quantitative and qualitative, but our unique approach relies on an innovative approach called Sense-making by understanding how people experience the world and how they respond to challenges, we can better understand the issues at hand and provide both custom-tailored recommendations and actively support the implementation. By inspecting the strategy, the people and the systems, we can develop better solutions
Human Resource Management
The most cited reasons for employee turnover remain ineffective immediate supervisors. In a world where Volatility, Uncertainties, Complexities, and Ambiguity (VUCA) are the new norm, organizations must be Change Ready by developing enough agility in their business operations, strategy development, and human resource management. How many organizations have talented workers with high potential? How many executives have promoted employees without a career development plan? Often, non-profit organizations rely on group training for their aspiring managers. While Coaching is often used to deliver critical or constructive feedback, it does little to help those who need basic managerial skills. Hard skills such as management by objectives, smart goals, time management, understanding resistance to change, developing, and implementing organizational strategy are essential to emerging manager’s success.
In fact, Training is concerned with building core competencies while Coaching relates to knowledge or skills enhancement. Non-profit executives should know that a combination of Training and Coaching could lead to an increase of 88% in productivity Human Resource Management from Training alone. The coaching and training approach promoted by Orbis Consulting Services helps emerging managers to acquire the skills they lack while also providing them with multiple opportunities to enhance their core competencies. With a fully trained manager, employees should feel empowered because they are trained, their inputs are sought, their mistakes accepted, and barriers between departments lifted to allow cross-pollination of different branches
Human Resource Management
The most cited reasons for employee turnover remain ineffective immediate supervisors. In a world where Volatility, Uncertainties, Complexities, and Ambiguity (VUCA) are the new norm, organizations must be Change Ready by developing enough agility in their business operations, strategy development, and human resource management. How many organizations have talented workers with high potential? How many executives have promoted employees without a career development plan? Often, non-profit organizations rely on group training for their aspiring managers. While Coaching is often used to deliver critical or constructive feedback, it does little to help those who need basic managerial skills. Hard skills such as management by objectives, smart goals, time management, understanding resistance to change, developing, and implementing organizational strategy are essential to emerging manager’s success.
In fact, Training is concerned with building core competencies while Coaching relates to knowledge or skills enhancement. Non-profit executives should know that a combination of Training and Coaching could lead to an increase of 88% in productivity Human Resource Management from Training alone. The coaching and training approach promoted by Orbis Consulting Services helps emerging managers to acquire the skills they lack while also providing them with multiple opportunities to enhance their core competencies. With a fully trained manager, employees should feel empowered because they are trained, their inputs are sought, their mistakes accepted, and barriers between departments lifted to allow cross-pollination of different branches
Human Resource Management
The most cited reasons for employee turnover remain ineffective immediate supervisors. In a world where Volatility, Uncertainties, Complexities, and Ambiguity (VUCA) are the new norm, organizations must be Change Ready by developing enough agility in their business operations, strategy development, and human resource management. How many organizations have talented workers with high potential? How many executives have promoted employees without a career development plan? Often, non-profit organizations rely on group training for their aspiring managers. While Coaching is often used to deliver critical or constructive feedback, it does little to help those who need basic managerial skills. Hard skills such as management by objectives, smart goals, time management, understanding resistance to change, developing, and implementing organizational strategy are essential to emerging manager’s success.
In fact, Training is concerned with building core competencies while Coaching relates to knowledge or skills enhancement. Non-profit executives should know that a combination of Training and Coaching could lead to an increase of 88% in productivity Human Resource Management from Training alone. The coaching and training approach promoted by Orbis Consulting Services helps emerging managers to acquire the skills they lack while also providing them with multiple opportunities to enhance their core competencies. With a fully trained manager, employees should feel empowered because they are trained, their inputs are sought, their mistakes accepted, and barriers between departments lifted to allow cross-pollination of different branches
Operations Management
With Orbis, non-profits organizations can become more resilient because we will help them develop the capabilities required to respond to contextual complexity. Because of the value of human capital, companies need competent people to achieve their objectives. For employers, the challenge is to meet both the corporation’s strategic needs and the individual’s aspirations. Thankfully, Orbis will be there for leaders who increasingly prioritize people. Operational Management (OM) plays a vital role in achieving the objectives of non-profit organizations. OM can support the following tasks:
- Role in the process of program management, including budget management. schedule, and resources
- Role in Choosing the right technologies for the company.
- Role in Developing the correct processes by continuously analysing existing systems and study ways to redesign the workflow and prevent bottlenecks
Operations Management
The uncertainty associated with leading and managing a non-profit organization makes non-profit leaders either keep them away from any thought of strategy or mistaking strategy for programs, plans and projects. In addition, any advice that non-profit organizations seek from experts is often far removed from the environmental and competitive context that nonprofits find themselves in. Even if the experts, either external or internal, craft a strategy with the best of the intentions and interests, the resultant strategy is either not implemented or the non-profits lack skills and support needed for implementation. Orbis works closely with the non-profits in making choices, decisions and formulating action plans through diagnosing the environmental and competitive landscape, through identifying the success factors, in determining the tactical and operational priorities and in arriving at a comprehensive action plan for implementing the strategy. Orbis handholds the non-profit organization throughout the strategy implementation process, guiding through all critical steps needed for successful realization of strategy.
Strategic management
The uncertainty associated with leading and managing a non-profit organization makes non-profit leaders either keep them away from any thought of strategy or mistaking strategy for programs, plans and projects. In addition, any advice that non-profit organizations seek from experts is often far removed from the environmental and competitive context that nonprofits find themselves in. Even if the experts, either external or internal, craft a strategy with the best of the intentions and interests, the resultant strategy is either not implemented or the non-profits lack skills and support needed for implementation. Orbis works closely with the non-profits in making choices, decisions and formulating action plans through diagnosing the environmental and competitive landscape, through identifying the success factors, in determining the tactical and operational priorities and in arriving at a comprehensive action plan for implementing the strategy. Orbis handholds the non-profit organization throughout the strategy implementation process, guiding through all critical steps needed for successful realization of strategy.
Strategic management
The most cited reasons for employee turnover remain ineffective immediate supervisors. In a world where Volatility, Uncertainties, Complexities, and Ambiguity (VUCA) are the new norm, organizations must be Change Ready by developing enough agility in their business operations, strategy development, and human resource management. How many organizations have talented workers with high potential? How many executives have promoted employees without a career development plan? Often, non-profit organizations rely on group training for their aspiring managers. While Coaching is often used to deliver critical or constructive feedback, it does little to help those who need basic managerial skills. Hard skills such as management by objectives, smart goals, time management, understanding resistance to change, developing, and implementing organizational strategy are essential to emerging manager’s success.
In fact, Training is concerned with building core competencies while Coaching relates to knowledge or skills enhancement. Non-profit executives should know that a combination of Training and Coaching could lead to an increase of 88% in productivity Human Resource Management from Training alone. The coaching and training approach promoted by Orbis Consulting Services helps emerging managers to acquire the skills they lack while also providing them with multiple opportunities to enhance their core competencies. With a fully trained manager, employees should feel empowered because they are trained, their inputs are sought, their mistakes accepted, and barriers between departments lifted to allow cross-pollination of different branches
Strategic management
The uncertainty associated with leading and managing a non-profit organization makes non-profit leaders either keep them away from any thought of strategy or mistaking strategy for programs, plans and projects. In addition, any advice that non-profit organizations seek from experts is often far removed from the environmental and competitive context that nonprofits find themselves in. Even if the experts, either external or internal, craft a strategy with the best of the intentions and interests, the resultant strategy is either not implemented or the non-profits lack skills and support needed for implementation. Orbis works closely with the non-profits in making choices, decisions and formulating action plans through diagnosing the environmental and competitive landscape, through identifying the success factors, in determining the tactical and operational priorities and in arriving at a comprehensive action plan for implementing the strategy. Orbis handholds the non-profit organization throughout the strategy implementation process, guiding through all critical steps needed for successful realization of strategy.
Our Metaphor for Executive Coaching Stream
Stream, of consciousness or of a river, is a continuous flow as it navigates a terrain, of life or geography. A coachee and the coaching process are akin to the stream. The coachee himself or herself is experiencing the lifeworld in the stream of their consciousness and orienting their actions. Like a river stream, a coachee is moving toward a goal of realizing herself or himself as a human. Coaching process creates conversations that are not only interesting but impactful, in steam like fashion. The coachee determines of direction of the stream of conversations.
A coachee is at some point in time and space in the stream of her or his life. The coach meets the coachee where he or she is in coachee’s stream of consciousness, facilitates awareness and acceptance, and enables the coachee to direct herself / himself toward a definite action that furthers them to realize their being. A coachee is never the same in the constant flow of her or his stream of thoughts and feelings. The coach brings this awareness to the coaching process.
Coaching process utilizes a number of tools appropriate to each step in the coaching process. While the process takes a definite direction in creating stream like conversations, similar to the uneven or non-uniform terrain that a river stream flows through, the coach determines which tool is appropriate for a specific point in the stream of coaching conversations.
The coaching process facilitates the flow of conversations. Similar to river stream that explores the terrain, coaching conversations explore the deeper meaning a coachee is seeking in her or his journey of life. Like a river stream that flows at different speeds according to the terrain it is charting, the stream of coaching conversations too flow at the pace the coachee is.
At each stage of the coaching process – establishing rapport, initiating coaching session contract, creating an experience, reviewing actions to celebrating coachee’s journey, the coach seeks to maintain the stream like flow of conversations that are determined by the coachee herself or himself. Like a river stream, the coachee maker her / his way through the situations that they are confronting. Similar to a river stream that navigates through the obstacles in its path, the coachee guides her / his awareness, acceptance and actions in conversations that themselves flow in a stream like fashion.
Like a stream, of consciousness or of a river, that makes sense of the world or merges with the ocean, the coaching process directs itself to an end, that is, the coachee realizing her or his human self.
Our Metaphor for Executive Coaching Stream
Stream, of consciousness or of a river, is a continuous flow as it navigates a terrain, of life or geography. A coachee and the coaching process are akin to the stream. The coachee himself or herself is experiencing the lifeworld in the stream of their consciousness and orienting their actions. Like a river stream, a coachee is moving toward a goal of realizing herself or himself as a human. Coaching process creates conversations that are not only interesting but impactful, in steam like fashion. The coachee determines of direction of the stream of conversations.
A coachee is at some point in time and space in the stream of her or his life. The coach meets the coachee where he or she is in coachee’s stream of consciousness, facilitates awareness and acceptance, and enables the coachee to direct herself / himself toward a definite action that furthers them to realize their being. A coachee is never the same in the constant flow of her or his stream of thoughts and feelings. The coach brings this awareness to the coaching process.
Coaching process utilizes a number of tools appropriate to each step in the coaching process. While the process takes a definite direction in creating stream like conversations, similar to the uneven or non-uniform terrain that a river stream flows through, the coach determines which tool is appropriate for a specific point in the stream of coaching conversations.
The coaching process facilitates the flow of conversations. Similar to river stream that explores the terrain, coaching conversations explore the deeper meaning a coachee is seeking in her or his journey of life. Like a river stream that flows at different speeds according to the terrain it is charting, the stream of coaching conversations too flow at the pace the coachee is.
At each stage of the coaching process – establishing rapport, initiating coaching session contract, creating an experience, reviewing actions to celebrating coachee’s journey, the coach seeks to maintain the stream like flow of conversations that are determined by the coachee herself or himself. Like a river stream, the coachee maker her / his way through the situations that they are confronting. Similar to a river stream that navigates through the obstacles in its path, the coachee guides her / his awareness, acceptance and actions in conversations that themselves flow in a stream like fashion.
Like a stream, of consciousness or of a river, that makes sense of the world or merges with the ocean, the coaching process directs itself to an end, that is, the coachee realizing her or his human self.