The Development APPROACH
The Basic Concepts of the Three-Pillars-Model
The Three-Pillars-Model revolves around the concepts 'Sustainable Purpose', 'Travelling Organization', and 'Connecting Resources'. One of the main reasons behind developing the Three-Pillars-Model was realizing significant shortcomings in existing approaches. Many of the "Ten Tools for Organizational Success!" models and theories are much too far removed from the realities of today's organizations. Furthermore, they often lack applicability for the management of hybrid organizations. Finally, individual sections of a large organization may be in vastly different stages and conditions. Concepts that fit one part of the company may be utterly out of place for other parts. These are just some of the management challenges that today's organizations face, particularly hybrid organizations. This means that it is absolutely necessary to take the required time and effort to fully understand the situation of a particular organization. Solutions must be explored and tested with clarity, commitment and discipline.
In developing the Three-Pillars-Model, we were fully aware that there is no absolute wisdom, no all-encompassing and universally applicable formula. Instead, we sought to gather a team of expert collaborators to extensively and honestly discuss the issues from different perspectives. The results, explored in a wide variety of examples, applications and industries, converged to reveal the three core concepts that form the Three-Pillar-Mode.
The organization's sustainable meaning and purpose is the first pillar - what contribution does it make toward a world worth living in? This central question creates a fundamental directional force for all involved - owners, employees, customers and other stakeholders. It also presents a strong focal point for identification and heightened performance, much more so than sharp divisions of hierarchical constructs. Rather than reducing the company vision to merely financial targets, a sustainable purpose inspires members of an organization to be on a shared journey together, to be proud to be part of it and to contribute to it. Unlike strategy and targets, the organization's purpose must remain stable and sustainable over longer periods of time. It is, by definition, the organization's raison d'être.
The second pillar sees the way of thinking and acting in the organization as constantly being in motion - and beyond any illusions of stability and episodic change traumas. It also relates to the purpose which points the way for the "group of travelers". This group is a central concept: when people are in search for structure, but hierarchical models are increasingly seen to fail, new and reliable structures for trust and behavior are required. This is especially true if no one knows what lies around the next bend in the road.
The organization is therefore constantly on the move and must strive to achieve the best possible results under unforeseeable conditions. An agile mindset, curiosity, self-reflection and the willingness to change and experiment are essential.
The third and final pillar is the ability to create an effective network that comprises the resources necessary for the journey. These resources - experience, skills, processes and strategies - can be found within and outside the organization and support a mindset of "divide and conquer."
Efficient and effective operations require frictionless interaction between people, between workflows, between strategy and expertise. This kind of smooth connectivity can no longer be the exception but it must rather become the norm, it must be refined, reflected and groomed.
Thus, rather than the literal "division" of company resources into structural silos, secret agendas and limited competencies, only intelligent and flexible connectivity can balance the different key players and interests within the organization.
Changing customer demands, new business opportunities and industry upheavals require organizations to decide with which experts, partners and communities they will face these challenging times.
Our three experience-based pillars yield actionable approaches for organizations today's VUCA-world. Through expert discussions, strategy workshops and stakeholder interviews, we develop a tailor-made and scalable process to allow an organization to realize its full potential. Consistent evaluation, learning circles and careful consideration of feedback are just some of the tools of the process, as well as micro projects, pillar labs, focused coaching and setting checks. Through personal coaching and good practice labs, we ensure continuing and sustainable success even after the initial interventions.
Set out | Mobilize | Develop | Connect | Lead
The Three-Pillars-Model is developed and presented in detail in our books (book 1, book 2) in which diverse teams of authors explore its application and relevance in different fields, industries and scenarios.
If you are interested in our development approach, please get in touch!