There are a number of white papers available for download. Please choose from the following options.
A New Model of Leadership
The relative success or failure of a particular leader is down to a series of complex interactions between the individual, the organisation and relevant external factors. By understanding the relationships between the leader and the underlying context, a model developed by Four Groups called 4G makes it possible to forecast and optimise the impact of a particular individual and the likely outcome of their leadership style.
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Actions for Enterprise Collaboration
Actions for Enterprise Collaboration
Companies need to innovate relentlessly to even stand still in an increasingly global and competitive economy. No longer is it sufficient to deliver incremental improvements at a leisurely pace. Instead disruptive innovations of the type that fundamentally alters markets and business processes must be sought out and delivered regularly and predictably. Disruptive innovation must become a core business process. This article shows how to achieve this.
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Closing the Hidden Gaps in Organisations
Closing the Hidden Gaps in Organisations
This article describes how a tool developed by Four Groups, 4G can be seen as a foundation or bridge which links typically hidden organisational gaps and issues. By systematically understanding and addressing intangible and ‘people based factors’, it is possible to close these gaps, make more informed decisions and enhance the chances of a predictable and successful outcome to management initiatives.
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HR - Boom or Bust?
Commentators are currently polarised around the future of the HR function. Some suggest that the function is about to enter a boom period as after several years of cajoling, organisations are placing far greater emphasis on talent management and putting strategic HR activities at the heart of the business. On the other hand, others believe that HR is still struggling to rise to the challenge and is destined to remain a transaction based cost centre for the foreseeable future. As with most things, the truth probably lies somewhere in the middle. This article explores the evidence for both perspectives and suggests that solving apparently intangible human capital problems is the best way for HR to profit given current circumstances.
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Increasing Profits per Employee
Increasing Profits per Employee
As organisations grow, retaining and improving financial performance becomes increasingly difficult. The need to develop efficient processes and to generate superior returns are just two examples of this. While profits per employee are a good measure of human capital, the real challenge is knowing how to increase them.
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Linking Financial Values and Cultural Values
Linking Financial Values and Cultural Values
The financial and cultural values of an organisation often appear to be two separate and distinct entities. However, simultaneously linking and managing them can have a major impact on the success of both strategy and its execution.
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Linking Talent Development to Deployment
Linking Talent Development to Deployment
Linking talent development to talent deployment and extending the reach of talent management all go towards creating a high performing organisation.
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Management Due Diligence
Quality of management refers not just to the abilities or experience of team members but to the team’s ability to effectively collaborate and work together. For private equity, GPs need to know the potential and quality of team dynamics prior to investing. Four Groups has developed a new model for understanding and predicting relationships and team dynamics called 4G. One of the areas of application for 4G is management due diligence and ongoing portfolio management within the private equity industry.
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Managing Intangibles
By making the traditionally intangible aspects of an organisation tangible, managers can benefit from superior information and greater choice. This new perspective combines insights and knowledge that would previously only have been available by chance alone with a comprehensive view of the organisation in question.
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Merger and Acquisition Integration
Merger and Acquisition Integration
Acquisitions vary widely in ambition and scope, ranging from relatively small bolt-on transactions to transformative mergers. Whilst it is true that deals based solely on acquiring a new technology or product can be relatively straightforward to integrate, the majority of transactions require a more sophisticated approach and therefore pose more complex challenges and ultimately risks to the acquirer.
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Restructuring for Lower Costs and Greater Efficiency
Restructuring for Lower Costs and Greater Efficiency
There are always unforeseen risks associated with any corporate restructuring programme. In terms of a metaphor, restructuring can be seen as undertaking major organisational surgery, with all the attendant risks and uncertainties. One route to reducing the risks and raising the possibility of a successful outcome comes from gathering information on both the structural, tangible elements of the organisation and complementing this with a focus on the more subtle or intangible factors. Such an approach is likely to increase the chance of achieving the twin goals of short term cost cutting and long term efficiency and agility in a far more measured and precise manner.
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The Tension in Collaboration
There is a tension at the heart of our efforts to collaborate. This tension and its possible resolution is best captured by the following questions. Should we be putting people first, before technology, in our efforts to collaborate? Does collaboration benefit from a more formal process? Can collaboration be encouraged in a replicable and systematic manner (as much as anything concerning people can be repeatable and systematic)? Does the lack of a formal process for optimising collaboration hold back productivity and performance? This article attempts to answer these questions and shine new light on what constitutes successful collaboration.
