For almost 40 years we have pioneered a way of thinking about solving performance challenges called Fusion. Fusion is our consulting ethos and a series of thinking tools that we use to help leaders integrate capacity (an individual’s inner world) and capability (the outer world). The result is cohesive, innovative thinking and solutions that solve fundamental business problems.
The pressure to change, coupled with an unconsciously limited mindset, has generated the Value Bias that rules many organisations. The results range from immediacy addiction, with employees hooked on short-term activity and inside-out cultures where the customer is last in the chain of real considerations, to strategic vulnerability where long-term relevancy is continually short-changed. Many of the major performance problems we discuss with leaders are deeply rooted in a Value Bias.
Our insight, honed over 40 years of research and practice, is that breaking past what has become the ultimate performance dilemma – value today versus value tomorrow – requires a new lens through which leaders can view the world and discover the next frontier of organisational and individual performance gains.
We call this idea Fusion.
Many leaders concede that the basics of their organisation, from business model through to mindset, seem to be constantly one step behind.
Never enough time to think, leaders and their teams are almost wholly reactive. Hitting ever shorter-term goals and defending the status quo has become the miracle that must be performed on a perpetual basis.
Is it simply that rising market forces have created this cauldron of pressure? Or is it the way we think about performance that’s the central part of the problem?
The Value Bias.
In an analysis of 290 corporate performance research studies, the biggest factor in the difference between high and low performance organisations was the greater long-term focus of the high performing companies (source: Macrothink Institute)
The simplest way to describe how an organisation creates values is through the lens of focus – what individuals, teams and divisions are absorbed in doing. This is the fundamental challenge for leaders.
There are three immutable dimensions of organisational focus: Value today is exploiting the existing business model for short-term return; Value tomorrow is about innovation and investment in the future; Aligning People and Value is the leadership and management challenges of setting the balance for this focus and aligning resources accordingly.