With Advisio step-by-step “recipes” for conducting systemic interventions, business consultants worldwide successfully navigate through practical implementations of systemic management science in real-world business environments.

Area	Challenges	Outcomes
Strategy 3 months	SITUATION significant change in market situation resulting in the need to verify the organization's strategy ORGANIZATION insufficient effectiveness of the organization in achieving strategic objectives lack of a strategic plan or its poor quality EXECUTIVES inadequate commitment and motivation on the part of executives lack of strategic orientation among managers - an excessive focus on daily tasks insufficient communication and cooperation between the major vertical structures of a business organization	ADAPTABILITY organization adapts its strategy to changing market conditions, identifying and successfully pursuing the objectives that allow it to take maximum advantage of emerging opportunities and possibilities COHERENCE discrepancies between viewpoints and priorities of different individuals and departments are harmonized so that the condition of the dynamic, creative balance is achieved COMMITMENT managers know the strategy of the organization, they feel they are its co-authors and are motivated to its implementation
Performance 6 months	SITUATION change in an organization's strategy that causes the need for changes in tasks sets and tasks priorities ORGANIZATION insufficient operational effectiveness EMPLOYEES inadequate performance of employees and teams insufficient work efficacy and efficiency lack of time for important tasks insufficient self-leadership on the part of employees in the process of tasks prioritization too meticulous involvement of managers in the activities of employees (micro-managemnent) ambiguous division of responsibilities between departments and positions insufficient horizontal communication between positions that are not connected hierarchically	FLEXIBILITY tasks sets and priorities of individuals employees and departments seamlessly and fluently adapt to the current situation and strategy EFFICIENCY employees’ energy is spent so that the smallest possible investment of time and effort brings about the greatest possible outcome for an organization COOPERATION among all persons whose work is operationally inter-related, structured communication channels are created that ensure high quality and effectiveness of working together
Competences 3 months	SITUATION change in an organization's strategy that requires an adjustment of behaviors and competences of employees ORGANIZATION lack or insufficient quality of human resources development strategy necessity to cut the budget of human resources development discrepancies between perspective and actions of HR managers and the expectations of the management board lack of clear benefits to the organization from the implementation of existing forms of employee competence development (training, coaching) EMPLOYEES level of competences of employees is inadequately matched to the needs of job positions insufficient employee awareness of their own strengths and weaknesses unwillingness of employees to participate in the proposed forms of competence development	ALIGNMENT individual competence development processes are interwoven into a coherent network of synergistic actions EFFICACY human resource development activities significantly assist the organization in achieving its strategic objectives COST-EFFECTIVENESS accurate matching of development actions reduces costs of training activities
Climate 4 months	SITUATION change in strategy of an organizations that requires an adjustment of behaviors and competences of employees ORGANIZATION low efficacy of change processes that are being implemented within an organization EMPLOYEES inadequacy of the attitudes and behaviors of employees to managers' expectations and needs of an organization insufficient impact of training activities undertaken, which concerned the attitudes and behaviors of employees	GROWTH with creation of a suitable environment all development activities that target employees bring quick and lasting effects for an organization REINFORCEMENT behavior and attitudes of senior managers and employees interacting with each other create permanent feedback loops that reinforce desired changes COST-EFFECTIVENESS organization is able to reduce costs of developmental actions by eliminating ill-matched, not accepted or ineffective training investments
Key players 4 months	SITUATION change in the organization calling for an implementation of an unusual project or undertaking ORGANIZATION low efficacy of change processes that are being implemented within an organization low efficacy of talent management programs poor quality internal recruitment processes excessive politicization of change processes in an organization that causes drop in effectiveness conflict EMPLOYEES insufficient involvement in ongoing change processes continuing departures of an organization’s most talented and valuable employees	KNOWLEDGE an organization is able to accurately identify and appropriately engage their most valuable employees and future leaders using powerful informal knowledge, hidden "beneath" official structures and relationships CHANGE difficulties and resistance to implementation of changes in an organization completely disappear or at least are greatly minimized APPRECIATION talented, outstanding employees feel appreciated and properly engaged by the employer, while in others aspirations are being waken up
Employees 2 months	SITUATION change in an organization calling for creation of a new position change in an organization causing the need to redefine the requirements for a specific job position and to make personnel changes on this position ORGANIZATION unjustified high turnover on a particular position poor quality of recruitment processes for a particular job repeating recruitment failures EMPLOYEES insufficient quality of communication and cooperation regarding the requirements for the job position for which recruitment is carried out difficulties of adapting new employees to the prevailing organizational culture and work style	ACCURACY the quality of all recruitment processes increases thanks to much more precise, multi-dimensional selection of candidates that are able to instantly satisfy the actual, contextual needs of an organization COOPERATION quick formation of effective communication channels between the new job position and its organizational surroundings that ensures high quality and effectiveness of working together ADAPTABILITY tasks and priorities for the new job position are optimally suited to the current situation and strategy of an organization

Area

Challenges

Outcomes

Strategy

3 months

SITUATION

significant change in market situation resulting in the need to verify the organization's strategy

ORGANIZATION

insufficient effectiveness of the organization in achieving strategic objectives
lack of a strategic plan or its poor quality

EXECUTIVES

inadequate commitment and motivation on the part of executives
lack of strategic orientation among managers - an excessive focus on daily tasks
insufficient communication and cooperation between the major vertical structures of a business organization

ADAPTABILITY

organization adapts its strategy to changing market conditions, identifying and successfully pursuing the objectives that allow it to take maximum advantage of emerging opportunities and possibilities

COHERENCE

discrepancies between viewpoints and priorities of different individuals and departments are harmonized so that the condition of the dynamic, creative balance is achieved

COMMITMENT

managers know the strategy of the organization, they feel they are its co-authors and are motivated to its implementation

Performance

6 months

SITUATION

change in an organization's strategy that causes the need for changes in tasks sets and tasks priorities

ORGANIZATION

insufficient operational effectiveness

EMPLOYEES

inadequate performance of employees and teams
insufficient work efficacy and efficiency
lack of time for important tasks
insufficient self-leadership on the part of employees in the process of tasks prioritization
too meticulous involvement of managers in the activities of employees (micro-managemnent)
ambiguous division of responsibilities between departments and positions
insufficient horizontal communication between positions that are not connected hierarchically

FLEXIBILITY

tasks sets and priorities of individuals employees and departments seamlessly and fluently adapt to the current situation and strategy

EFFICIENCY

employees’ energy is spent so that the smallest possible investment of time and effort brings about the greatest possible outcome for an organization

COOPERATION

among all persons whose work is operationally inter-related, structured communication channels are created that ensure high quality and effectiveness of working together

Competences

3 months

SITUATION

change in an organization's strategy that requires an adjustment of behaviors and competences of employees

ORGANIZATION

lack or insufficient quality of human resources development strategy
necessity to cut the budget of human resources development
discrepancies between perspective and actions of HR managers and the expectations of the management board
lack of clear benefits to the organization from the implementation of existing forms of employee competence development (training, coaching)

EMPLOYEES

level of competences of employees is inadequately matched to the needs of job positions

insufficient employee awareness of their own strengths and weaknesses

unwillingness of employees to participate in the proposed forms of competence development

ALIGNMENT

individual competence development processes are interwoven into a coherent network of synergistic actions

EFFICACY

human resource development activities significantly assist the organization in achieving its strategic objectives

COST-EFFECTIVENESS

accurate matching of development actions reduces costs of training activities

Climate

4 months

SITUATION

change in strategy of an organizations that requires an adjustment of behaviors and competences of employees

ORGANIZATION

low efficacy of change processes that are being implemented within an organization

EMPLOYEES

inadequacy of the attitudes and behaviors of employees to managers' expectations and needs of an organization

insufficient impact of training activities undertaken, which concerned the attitudes and behaviors of employees

GROWTH

with creation of a suitable environment all development activities that target employees bring quick and lasting effects for an organization

REINFORCEMENT

behavior and attitudes of senior managers and employees interacting with each other create permanent feedback loops that reinforce desired changes

COST-EFFECTIVENESS

organization is able to reduce costs of developmental actions by eliminating ill-matched, not accepted or ineffective training investments

Key players

4 months

SITUATION

change in the organization calling for an implementation of an unusual project or undertaking

ORGANIZATION

low efficacy of change processes that are being implemented within an organization
low efficacy of talent management programs
poor quality internal recruitment processes
excessive politicization of change processes in an organization that causes drop in effectiveness

conflict

EMPLOYEES

insufficient involvement in ongoing change processes
continuing departures of an organization’s most talented and valuable employees

KNOWLEDGE

an organization is able to accurately identify and appropriately engage their most valuable employees and future leaders using powerful informal knowledge, hidden "beneath" official structures and relationships

CHANGE

difficulties and resistance to implementation of changes in an organization completely disappear or at least are greatly minimized

APPRECIATION

talented, outstanding employees feel appreciated and properly engaged by the employer, while in others aspirations are being waken up

Employees

2 months

SITUATION

change in an organization calling for creation of a new position
change in an organization causing the need to redefine the requirements for a specific job position and to make personnel changes on this position

ORGANIZATION

unjustified high turnover on a particular position
poor quality of recruitment processes for a particular job
repeating recruitment failures

EMPLOYEES

insufficient quality of communication and cooperation regarding the requirements for the job position for which recruitment is carried out

difficulties of adapting new employees to the prevailing organizational culture and work style

ACCURACY

the quality of all recruitment processes increases thanks to much more precise, multi-dimensional selection of candidates that are able to instantly satisfy the actual, contextual needs of an organization

COOPERATION

quick formation of effective communication channels between the new job position and its organizational surroundings that ensures high quality and effectiveness of working together

ADAPTABILITY

tasks and priorities for the new job position are optimally suited to the current situation and strategy of an organization

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Strategy

Performance

Competences

Climate

Key players

Employees