Page 2 - Insight ReportV2

Introduction

About the ‘Know Your Principles of Design

Strengths’ Survey Practice

The history of mainstream management thinking, In designing the survey we came to agree – and
means it is rooted in processes best associated tested in the crucible of pilot roll-outs – on three
with manufacturing, underscored by somewhat core principles.
mechanistic models, as the basis for under standing
organisations. Potential is difficult to define. A challenge
supported by the Academic literature.
These models tend to support a mind-set which
assumes that once organisations have unique Context matters. Fluid dynamic environments
strategies, use the right business models and apply tend to reflect transformational leaders as having
the right management methodologies, then they are higher potential while structured procedural
well on their way to obtaining the results they are environments tend to reflect transactional leaders
looking for. as individuals with higher potential.

And while such models have brought inestimable Potential is not performance. An individual who
value to organisations so far; the field of performs well today, may be at their limit.
management has also become significantly more
mature.

Simultaneously, organisations now have access
to the same information to define a strategy as
well as the same technology, business models and
methodologies to implement it

It is for this reason that perhaps, more than ever
before, an organisations’ strength lies in the
potential of it’s people to solve, innovate and create. Having the capacity
to lead is not enough.

The leader must be

willing to use it

-Vince Lombardi

We must open the

doors of opportunity.

But we must also equip

our people to walk

through those doors.

-Lyndon B Johnson