Whole Enterprise

Great businesses focus on high-quality connections.

Businesses are often sitting on a mine of untouched resources and capabilities.  This potential for dynamic performance and far-reaching benefits is revealed, not by redoubling focus on the individual components of the business, but by optimally connecting and communicating between all these components.  

In nature, the health of a complex system arises from a symphony of harmonized interactions.  This is true with the chemical and tissue systems within a single organism, and in the symbiotic relationships of an entire ecosystem of creatures.  The same is also true in business: the most effective companies successfully tune together all areas of their enterprise to produce a harmony that both resounds in all they do internally and sounds remarkable to their market.

Because business is complex, activities, resources, and roles must be divided into managable units.  But these components are interdependent parts of a dynamic whole.  Each area of business offers a specific contribution  and makes specific demands.  Weakness in any one area can restrict performance of the entire entity, but wholistic health allows optimal potential to emerge.

Click on each tab below to read a bit about the components of a Whole Enterprise.

  • whole_enterprise_380

    Whole Enterprise: Strategy and Culture form the Leadership axis and spine that supports and connects all the other areas of the business.  Business areas work together in pairs: Operations and Marketing build Production, Finance and Governance promote Responsibility, and Information and People foster Attention.
  • leadership

    Direction and identity evolve as a company grows in its particular environment.  While leaders develop these intentionally, they are never completely defined internally, nor should they be left exclusively to the whims of the market.  The best approach to effective translation of direction and identity is organic.  It treats strategic and cultural leadership as a seed, carrying the essential DNA of the company and core "starter resources". This seed must be planted in every area of work where it can sprout and grow, taking shape and flavor from its context as it blossoms and produces fruit.  This requires constant Strategic and Cultural conversations, both at the high-level in review of the company as a whole, and in each component as the initiator of any unit of work.

     

    Strategy
    Direction

    Strategy sets direction for a company by comprehending and responding to the internal and external realities of the enterprise.  This begins with developing clarity about the unfolding story and how it should be steered by the available assets to create an optimal trajectory, engaging all the players and the landscape as it moves through the environment.

    CORE TASKS

    Story Clarification

    Experiences | Realities

    Asset Inventory

    Resources | Energies

    Environment Survey

    Players | Landscape

     

    Above. Recurring core tasks are listed in bold.  These tasks represent the application of the 3D Development cycle to the Whole Enterprise matrix, the first task being Source-centric, the second Spin-centric, and the third Drive-centric.  Underneath, key elements managed by each task are listed.

     

    Culture
    Identity

    Almost everything that involves people develops a culture of its own.  A healthy business takes an active role in the evolution of its own and that of its market.  Intentional work in the area of Culture produces shared identity by articulating a purpose larger than the company and community, by crafting practices that differentiate and describe what the business means and values, and by encoding purposes and practicies into messages that are experienced by the participants in the business and in the market.

    CORE TASKS

     

    Purpose

    Mission | Vision

    Practices

    Methods | Principles

    Messages

    Symbols | Experiences

     

  • production

    Operations
    Faithful Delivery

    As globalization and the Digital Revolution multiply competitors for almost every business, "how a company does" is just as important as "what a company does".  The key to winning and retaining customers in such a noisy market is faithful delivery through optimized operations.  For both service and product companies, this begins by perfecting the supply of materials and labor and perfecting the systems of production to create a remarkable offering.

    CORE TASKS

    Supply

    Materials | Labor

    Systems

    Processing | Monitoring

    Offering

    Product | Service

     

    Above. Recurring core tasks are listed in bold.  These tasks represent the application of the 3D Development cycle to the Whole Enterprise matrix, the first task being Source-centric, the second Spin-centric, and the third Drive-centric.  Underneath, key elements managed by each task are listed.

     

    Marketing
    Reciprocal Relationships

    Trust is the true currency of business.  It is created by developing reciprocal relationships where audiences share value back and forth with the business that serves them.  These relationships always begin with interactions that build awareness and offer opportunities for trial, then they build relevance and affinity through delievery of an offering that manifests the company's market positioning, and finally they maximize participation when loyatly and advocacy become natural.

    CORE TASKS

    Interaction

    Awareness | Trial

    Positioning

    Relevance | Affinity

    Participation

    Loyalty | Advocacy

  • responsibility

    Finance
    Optimized Opportunity

    Since money symbolizes all the real and potential value of your business, tracking and managing it appropriately is an important component of readying it to respond to opportunity.  The process begins by gathering and interpreting data about sources and uses of funds to develop a picture of how value is being managed.  Accountability then does the work of matching these realities to the mission, situation, and needs of the company.  This produces clarity and realistic readiness needed when planning how to exert leverage towards the advancement of the enterprise. 

    CORE TASKS

    Analysis

    Records | Trends

    Accountability

    Diligence | Reconciliation

    Responsiveness

    Investment | Risk Management

     

    Above. Recurring core tasks are listed in bold.  These tasks represent the application of the 3D Development cycle to the Whole Enterprise matrix, the first task being Source-centric, the second Spin-centric, and the third Drive-centric.  Underneath, key elements managed by each task are listed.

     

    Governance
    Authenticity

    Whatever the relationship to your business – customer, employee, investor, vendor, community – trust is determined by one question: Do you follow-through on your promises and commitments?  It's Governance's task to produce this authenticity by retaining the value of the company's property, meeting commitments to the law and the stakeholders, and protecting all constituents.

    CORE TASKS

    Property

    Real | Intellectual

    Responsibility

    Compliance | Government

    Protection

    Company | Community

  • attention

    Information
    Actionable Information

    The knowledge resources of a business only have value if information is actionable – if it is available and useful whenever its needed.  This requires excellent processes that gather data from across-the-board activities of the company, translate that information into something meaningful and helpful for the actors, and disseminate this actionable information to those who will need it when they need it.

    CORE TASKS

    Gathering

    Capture | Storage

    Translation

    Interpretation | Measurement

    Dissemination

    Publishing | Accessibility

     

    Above. Recurring core tasks are listed in bold.  These tasks represent the application of the 3D Development cycle to the Whole Enterprise matrix, the first task being Source-centric, the second Spin-centric, and the third Drive-centric.  Underneath, key elements managed by each task are listed.

     

    People
    Full Engagement

    Since a business is limited to the strengths and energies of its people, success depends on the full engagement of everyone toward the enterprise mission.  Motivated people are activated to perform at higher levels with better results, and efforts to maintain their wholeness ensures they can and will continue in productivity while benefiting more from their work.

    CORE TASKS

    Activation

    Ispiration | Capacity

    Performance

    Alignment | Accountability

    Wholeness

    Nurture | Integration

 

Connecting It Together 

Whole Enterprise presents a broad view of a healthy enterprise.  All components and activities are integrated in a comprehensive, balanced approach to finding, connecting, and leveraging a full spectrum of assets to fulfill responsbilities and produce results.  It is useful for high-level planning and evaluation, and ensures practical outcomes that align with your purpose and vision in conjunction with the rhythm of 3D Enterprise Development.

Click on each tab below to more about the importance of being a Whole Enterprise.

  • Indicators of Health

    Whole Enterprise provides a context for measuring enterprise strength in three key ways, especially as it relates to how well components of the company are working together to produce results.

    Performance
    Quantitative business measures indicate health over the long-term by revealing trends in retrospect.  This monitoring over time gives insight that can be crafted into models and used to perfect processes and systems.  Though lagging indicators, "the numbers" confirm each component's vitals and show effective coordination between business areas.

    Activity & Environment
    Qualitative indicators embedded in the company's activity and environment serve as coincidental indicators, providing clarity about what's happening in real time when gathered across all business areas.  When the view of reality is too narrow, attention can be limited to a few urgent activities or environmental phenomenon and this could drive the company into a reactionary position or haphazard responsiveness.

    Simplicity of Focus
    Complexity can abound in business, but if it dominates thinking and action, it creates a haphazard, chaotic company and environment.  When Strategy and Culture direct and authenticate inputs and outputs in every area, clarity is achieved, resolving the tug-of-war over urgent and competing opportunities and demands.

     

    Businesses often have access to far greater capability than they recognize. Empowering full enterprise function opens the potential for dynamic performance and far reaching benefits for constituents.

     

    In nature, health of an organism is a well-orchestrated matter requiring precise function of all systems and symbiotic relationship with the environment. The same is true in business where effective companies successfully activate all areas of enterprise in harmony with one another and the market in pursuit of its mission.

     

    Whole Enterprise represents MuddyHudson’s broad view of a healthy enterprise – one whose interdependent components and activities are comprehensive, balanced, and integrated such that its full spectrum of assets is leveraged and all responsibilities are fulfilled. It is useful for high-level planning and evaluation, and is integral to 3D Enterprise Development, which is a [ ] framework designed to provide specialized energy to each area of enterprise and to the business as a whole.

     

    [Tab – Whole Enterprise]

    The complexity of business makes functional distinction important for organizing roles and performing activities. Yet, the reality remains that every area of enterprise is an interdependent component of a dynamic whole. Each area has a special contribution to make and specific demands. Weakness in any one area can restrict performance of the entire entity, while wholistic execution opens the doors to [full potential].

     

    [High leverage]

    The key to getting the best out an organization is for all work to be connected to the direction and identity established through Strategy and Culture. [When the D/I is inspirational to others, the opportunity for

     

    Comprehensiveness – all systems and components are functioning.

     

    Balance – systems are functioning with appropriate emphasis. Companies that saturate the market with their message without giving proper attention to their operational capability may generate interest in their offering, but will be unable to serve the market. [risk an imbalance between their message and their ability to perform.]

     

    Integration – all systems and activities are appropriately tied together.

     

     

     

    [Areas of Enterprise]

    Strategy (Direction) – sets the direction of the organization, factoring its story,

    Culture (Identity) – intentional creation of identity is often overlooked

    Operations (Faithful Delivery) – how a company does what it does often determines

    Marketing (Reciprocal Relationships) –

    Finance (Optimized Opportunity) –

    Governance (Authenticity) –

    Information (Actionable Information) –

    People (Full Engagement) –

     

    [Tab – Relationship of Functions]

    Leadership

    Inward/Outward

    Production

    Responsibility

    Awareness

    (Work sequence – start at the top)

    (Vision – always maintain vision of D/I; start at the top)

     

     

    [Tab – Health]

    Needs

    Core code (Context) – direction and identity infused into every area and system.

     

    Full function means different things for different entities.

    DNA – the core code for identity and growth – infused into every aspect of the company. All components share the same DNA code. While different systems have different parts of the code activated for their specific role, all have the full code. [Infusion of direction and identity in all areas]

     

    Comprehensiveness – all systems are functioning.

     

    Balance – systems are functioning with appropriate emphasis. Companies that saturate the market with their message without giving proper attention to their operational capability may generate interest in their offering, but will be unable to serve the market. [risk an imbalance between their message and their ability to perform.]

     

    Integration – all systems and activities are appropriately tied together.

     

     

    Indicators of Health

    Performance

    Quantitative measures are effective indicators of health. They have the benefit of being monitored over time and giving insight regarding trends. While they are generally lagging indicators, they provide great information.

     

    Activity & Environment

    Qualitative indicators such as activity and environment lend valuable insight. It’s easy to focus on activity that is right before us – the urgent – and allow activity to overtake us and become haphazard.

     

    Complexity can abound and create a haphazard, chaotic environment. Demands tugging in one direction or another. Urgency wins over.

     

     

    [Tab – Uses] – organizational blueprint

    [Preparing for health requires dedicated planning regarding the specific function of each area and their interaction.]

     

    - Establish roles

     

    - Guide work flows – map connections; everybody should know how their work informs others’ work and how theirs is informed by others’

     

    - Identify priorities

     

     

     

     

     

    Realizing potential has to do with uncovering, leveraging, and supporting the highest-level assets and coordinating activity…

     

    Assets abound. When properly aligned and integrated, the power is

     

     

    [Making the most – every business has more than they think. Specialized knowledge, skills, connections, resources, messages, identity]

     

     

    For SMEs (small- to medium-sized enterprises), it provides the tools to make sure nothing falls through the cracks and that the organization fires on all cylinders. Especially useful for small enterprises to make sure that nothing slips through the cracks [easy to allow activities to fall out of balance (focusing on the “now”) and fail to prepare the organization for growth. Useful for all enterprises to make sure that all activities are driven from the core.

     

    [SMEs]

    No end to the challenges; pursue every opportunity or settle into complacency; often times, things rely too much upon the efforts of one or a small few; it’s easy for things to fall through the cracks

     

    [Large business]

    Imperative to make sure D/I is infused everywhere; activity can easily rule

     

     

     

    The Areas of Enterprise are arranged according to sequence and relationship. Any work should begin at the top, drawing direction and identity from Strategy and Culture. Together they produce leadership that is personal and corporate respectively. Strategy and Culture travel through the remaining areas as the central helix of the enterprise, joining the inward and outward forces (think of the role of DNA in organic systems). Operations is the inward force of production while Marketing is the outward force.  They work to produce faithful delivery and client relationship respectively. Finance and Legal are the inward and outward forces of responsibility, empowering opportunity optimization and civic obligation. Information and People connect through the inward and outward forces of awareness, forming the consciousness of a enterprise by producing actionable data and maximized engagement.

     

  • 3 Values for Business Integrity

    Organizations work best when all they do arises from, and is infused with, effective Strategic and Cultural Leadership.  This provides the direction and identity that keeps the company on course at both the macro and micro levels, and both attracts people to your purpose and vision and accelerates them towards its achievement.


    When direction and identity are infused throughout an organization, three essentail realities emerge:

    Comprehensiveness  All areas, systems, and components are healthy and attentively monitored to ensure inputs are available when needed and outputs are on target.
    Balance  All elements, large and small, operate with appropriate emphasis, each working and growing with demands and outputs that are sustainable at the organizational level and beyond.
    Integration  The needs, activities, and outputs of every component are artfully synchronized and connected to maximize resources, minimize waste, support health, and maximize results.




  • Applications

    Whole Enterprise brings clarity to applications that require a high-level view of the relationships between aspects of a business and it's work in organizations of any size:

    Connecting Workflows

    Harmonize the inputs and outputs that link each area of your enterprise, mediated by the your unique Strategy and Culture.

    Cross Training

    Increase all-around fitness by combining people and elements from diverse areas in projects, evaluations, and development.

    Clarifying Priorities

    Filter opportunites and demands through direction and identity in the context of the whole company and with consideration for each component and participant.

    Comprehensive Development

    Translate your Strategy and Culture into every activity and element of the company to ensure long-term alignment to your trajectory and character.

    Role Definition/Development

    Clarify facilitatory executive roles that connect enterprise areas to ensure direction and identity while more effectively dividing work according to specialization without sacrificing communication and cross-collaboration.

    Organizational Architecture

    Early-stage companies can lay a blueprint for effective launch and growth and established businesses can plan tuning and renovation initiatives, ensuring health and progress while protecting direction and identity from enslavement by maintenance and survival concerns.

     

    Whole Enterprise

     

    Businesses often have access to far greater capability than they recognize. Empowering full enterprise function opens the potential for dynamic performance and far reaching benefits for constituents.

     

    In nature, health of an organism is a well-orchestrated matter requiring precise function of all systems and symbiotic relationship with the environment. The same is true in business where effective companies successfully activate all areas of enterprise in harmony with one another and the market in pursuit of its mission.

     

    Whole Enterprise represents MuddyHudson’s broad view of a healthy enterprise – one whose interdependent components and activities are comprehensive, balanced, and integrated such that its full spectrum of assets is leveraged and all responsibilities are fulfilled. It is useful for high-level planning and evaluation, and is integral to 3D Enterprise Development, which is a [ ] framework designed to provide specialized energy to each area of enterprise and to the business as a whole.

     

    [Tab – Whole Enterprise]

    The complexity of business makes functional distinction important for organizing roles and performing activities. Yet, the reality remains that every area of enterprise is an interdependent component of a dynamic whole. Each area has a special contribution to make and specific demands. Weakness in any one area can restrict performance of the entire entity, while wholistic execution opens the doors to [full potential].

     

    [High leverage]

    The key to getting the best out an organization is for all work to be connected to the direction and identity established through Strategy and Culture. [When the D/I is inspirational to others, the opportunity for

     

    Comprehensiveness – all systems and components are functioning.

     

    Balance – systems are functioning with appropriate emphasis. Companies that saturate the market with their message without giving proper attention to their operational capability may generate interest in their offering, but will be unable to serve the market. [risk an imbalance between their message and their ability to perform.]

     

    Integration – all systems and activities are appropriately tied together.

     

     

     

    [Areas of Enterprise]

    Strategy (Direction) – sets the direction of the organization, factoring its story,

    Culture (Identity) – intentional creation of identity is often overlooked

    Operations (Faithful Delivery) – how a company does what it does often determines

    Marketing (Reciprocal Relationships) –

    Finance (Optimized Opportunity) –

    Governance (Authenticity) –

    Information (Actionable Information) –

    People (Full Engagement) –

     

    [Tab – Relationship of Functions]

    Leadership

    Inward/Outward

    Production

    Responsibility

    Awareness

    (Work sequence – start at the top)

    (Vision – always maintain vision of D/I; start at the top)

     

     

    [Tab – Health]

    Needs

    Core code (Context) – direction and identity infused into every area and system.

     

    Full function means different things for different entities.

    DNA – the core code for identity and growth – infused into every aspect of the company. All components share the same DNA code. While different systems have different parts of the code activated for their specific role, all have the full code. [Infusion of direction and identity in all areas]

     

    Comprehensiveness – all systems are functioning.

     

    Balance – systems are functioning with appropriate emphasis. Companies that saturate the market with their message without giving proper attention to their operational capability may generate interest in their offering, but will be unable to serve the market. [risk an imbalance between their message and their ability to perform.]

     

    Integration – all systems and activities are appropriately tied together.

     

     

    Indicators of Health

    Performance

    Quantitative measures are effective indicators of health. They have the benefit of being monitored over time and giving insight regarding trends. While they are generally lagging indicators, they provide great information.

     

    Activity & Environment

    Qualitative indicators such as activity and environment lend valuable insight. It’s easy to focus on activity that is right before us – the urgent – and allow activity to overtake us and become haphazard.

     

    Complexity can abound and create a haphazard, chaotic environment. Demands tugging in one direction or another. Urgency wins over.

     

     

    [Tab – Uses] – organizational blueprint

    [Preparing for health requires dedicated planning regarding the specific function of each area and their interaction.]

     

    - Establish roles

     

    - Guide work flows – map connections; everybody should know how their work informs others’ work and how theirs is informed by others’

     

    - Identify priorities

     

     

     

     

     

    Realizing potential has to do with uncovering, leveraging, and supporting the highest-level assets and coordinating activity…

     

    Assets abound. When properly aligned and integrated, the power is

     

     

    [Making the most – every business has more than they think. Specialized knowledge, skills, connections, resources, messages, identity]

     

     

    For SMEs (small- to medium-sized enterprises), it provides the tools to make sure nothing falls through the cracks and that the organization fires on all cylinders. Especially useful for small enterprises to make sure that nothing slips through the cracks [easy to allow activities to fall out of balance (focusing on the “now”) and fail to prepare the organization for growth. Useful for all enterprises to make sure that all activities are driven from the core.

     

    [SMEs]

    No end to the challenges; pursue every opportunity or settle into complacency; often times, things rely too much upon the efforts of one or a small few; it’s easy for things to fall through the cracks

     

    [Large business]

    Imperative to make sure D/I is infused everywhere; activity can easily rule

     

     

     

    The Areas of Enterprise are arranged according to sequence and relationship. Any work should begin at the top, drawing direction and identity from Strategy and Culture. Together they produce leadership that is personal and corporate respectively. Strategy and Culture travel through the remaining areas as the central helix of the enterprise, joining the inward and outward forces (think of the role of DNA in organic systems). Operations is the inward force of production while Marketing is the outward force.  They work to produce faithful delivery and client relationship respectively. Finance and Legal are the inward and outward forces of responsibility, empowering opportunity optimization and civic obligation. Information and People connect through the inward and outward forces of awareness, forming the consciousness of a enterprise by producing actionable data and maximized engagement.

     

 

Businesses often have access to far greater capability than they recognize. Empowering full enterprise function opens the potential for dynamic performance and far reaching benefits for constituents.

 

In nature, health of an organism is a well-orchestrated matter requiring precise function of all systems and symbiotic relationship with the environment. The same is true in business where effective companies successfully activate all areas of enterprise in harmony with one another and the market in pursuit of its mission.

 

Whole Enterprise represents MuddyHudson’s broad view of a healthy enterprise – one whose interdependent components and activities are comprehensive, balanced, and integrated such that its full spectrum of assets is leveraged and all responsibilities are fulfilled. It is useful for high-level planning and evaluation, and is integral to 3D Enterprise Development, which is a [ ] framework designed to provide specialized energy to each area of enterprise and to the business as a whole.

 

[Tab – Whole Enterprise]

The complexity of business makes functional distinction important for organizing roles and performing activities. Yet, the reality remains that every area of enterprise is an interdependent component of a dynamic whole. Each area has a special contribution to make and specific demands. Weakness in any one area can restrict performance of the entire entity, while wholistic execution opens the doors to [full potential].

 

[High leverage]

The key to getting the best out an organization is for all work to be connected to the direction and identity established through Strategy and Culture. [When the D/I is inspirational to others, the opportunity for

 

Comprehensiveness – all systems and components are functioning.

 

Balance – systems are functioning with appropriate emphasis. Companies that saturate the market with their message without giving proper attention to their operational capability may generate interest in their offering, but will be unable to serve the market. [risk an imbalance between their message and their ability to perform.]

 

Integration – all systems and activities are appropriately tied together.

 

 

 

[Areas of Enterprise]

Strategy (Direction) – sets the direction of the organization, factoring its story,

Culture (Identity) – intentional creation of identity is often overlooked

Operations (Faithful Delivery) – how a company does what it does often determines

Marketing (Reciprocal Relationships) –

Finance (Optimized Opportunity) –

Governance (Authenticity) –

Information (Actionable Information) –

People (Full Engagement) –

 

[Tab – Relationship of Functions]

Leadership

Inward/Outward

Production

Responsibility

Awareness

(Work sequence – start at the top)

(Vision – always maintain vision of D/I; start at the top)

 

 

[Tab – Health]

Needs

Core code (Context) – direction and identity infused into every area and system.

 

Full function means different things for different entities.

DNA – the core code for identity and growth – infused into every aspect of the company. All components share the same DNA code. While different systems have different parts of the code activated for their specific role, all have the full code. [Infusion of direction and identity in all areas]

 

Comprehensiveness – all systems are functioning.

 

Balance – systems are functioning with appropriate emphasis. Companies that saturate the market with their message without giving proper attention to their operational capability may generate interest in their offering, but will be unable to serve the market. [risk an imbalance between their message and their ability to perform.]

 

Integration – all systems and activities are appropriately tied together.

 

 

Indicators of Health

Performance

Quantitative measures are effective indicators of health. They have the benefit of being monitored over time and giving insight regarding trends. While they are generally lagging indicators, they provide great information.

 

Activity & Environment

Qualitative indicators such as activity and environment lend valuable insight. It’s easy to focus on activity that is right before us – the urgent – and allow activity to overtake us and become haphazard.

 

Complexity can abound and create a haphazard, chaotic environment. Demands tugging in one direction or another. Urgency wins over.

 

 

[Tab – Uses] – organizational blueprint

[Preparing for health requires dedicated planning regarding the specific function of each area and their interaction.]

 

- Establish roles

 

- Guide work flows – map connections; everybody should know how their work informs others’ work and how theirs is informed by others’

 

- Identify priorities

 

 

 

 

 

Realizing potential has to do with uncovering, leveraging, and supporting the highest-level assets and coordinating activity…

 

Assets abound. When properly aligned and integrated, the power is

 

 

[Making the most – every business has more than they think. Specialized knowledge, skills, connections, resources, messages, identity]

 

 

For SMEs (small- to medium-sized enterprises), it provides the tools to make sure nothing falls through the cracks and that the organization fires on all cylinders. Especially useful for small enterprises to make sure that nothing slips through the cracks [easy to allow activities to fall out of balance (focusing on the “now”) and fail to prepare the organization for growth. Useful for all enterprises to make sure that all activities are driven from the core.

 

[SMEs]

No end to the challenges; pursue every opportunity or settle into complacency; often times, things rely too much upon the efforts of one or a small few; it’s easy for things to fall through the cracks

 

[Large business]

Imperative to make sure D/I is infused everywhere; activity can easily rule

 

 

 

The Areas of Enterprise are arranged according to sequence and relationship. Any work should begin at the top, drawing direction and identity from Strategy and Culture. Together they produce leadership that is personal and corporate respectively. Strategy and Culture travel through the remaining areas as the central helix of the enterprise, joining the inward and outward forces (think of the role of DNA in organic systems). Operations is the inward force of production while Marketing is the outward force.  They work to produce faithful delivery and client relationship respectively. Finance and Legal are the inward and outward forces of responsibility, empowering opportunity optimization and civic obligation. Information and People connect through the inward and outward forces of awareness, forming the consciousness of a enterprise by producing actionable data and maximized engagement.

 

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