In the mountains, we use guidebooks to help us understand the strange new world that we’re about to enter.
Guidebooks contain written and visual descriptions about the mountain’s features and potential routes to the summit. But they don’t give all of the information away—that would take the fun and excitement out of it! Rather, they give us clues to help us move with confidence through the doubt and uncertainty that we all experience every time we venture into the unknown.
This guidebook is intended to do the same for you—to give you a feel of what we can offer and how we might be able to collaborate (it also includes our fee breakdown).
This is your event and it’s your money on the line—so you’ll want to make sure it’s the best it can possibly be!
This is beyond interesting—its the kind of work which is truly exciting and transformational.
Imagine we’re standing at the bottom of a mountain face that we want to climb together. It’s cold and it’s dark and except for the shrill whistle of the wind, everything is still. We look nervously at one another. “Are you up for this?” I say. You look back and say: “Yep, let’s do it”. And off we go! That’s what this work is like. We’ll be in it together, working our way through the uncertainty and complexity.
Transforming a traditional expedition-style organisation, complete with its hierarchies and linear structures and heaviness and slowness, to a lighter and faster alpine-style organisation is not easy—it requires a big commitment, a lot of hard work, a pretty sizeable budget, and lots of time. It certainly can’t happen overnight. It’s is a serious climb*, and we’re in it together.
*well it’s actually like a series of climbs. Think relatively consistent progress interspersed with fast moving Agile-like upward sprints.
Specific organisational change initiatives (for consulting) and emerging leaders, mid-level management or senior leaders (for mentoring).
Whatever you need to be included!
The transformation model illuminates the evolution which occurs from expedition-style organisation to an alpine-style one (but also noting that this model can be applied to individuals and to teams, too).
As you can see, the horizontal axis represents a spectrum: the left side represents a focus on the self, and the right side represents a focus on others. The vertical axis represents another spectrum: the top represents a focus on the internal environment, and the bottom represents a focus on the external environment.
Using this model, alpine style (as a both a mindset and methodology) can only work within organisations whose people and culture have reached the independent and interdependent stages. Without these, it is not possible to move beyond the expedition-style stage and transition to the new world of work. We are finding that an overwhelming majority of organisations today are stuck at the expedition style impasse, and are struggling to make the transition.
1. The first stage is unaware, where there is a lack of awareness of the self, others and the surrounding external environment. Accordingly, this stage cannot be placed on either axis and is located off the model.
2. The next stage of the is reactive, where the focus is only on the self, and the ramifications of the external environment to the self. Accordingly, this stage is located in the bottom left quadrant of the model.
3. The next stage is dependent, where the focus is still strongly on the external environment. However, there is a recognition that others will be able to assist by providing guidance, reassurance and comfort. As such, the focus becomes less on the self and more on what others can do for that self. Accordingly, this stage is located in the bottom right quadrant of the model.
4. The fourth stage is the independent stage, where the focus reverts to the self. A seismic shift has occurred here. This is where self-reliance and responsibility begins to form and take root. An understanding begins to form that the outside world cannot be controlled, and instead it is up to the individual to choose how to respond and adapt to the external world, which will determine their own success. Their attention is thus initially inwards. Accordingly, this stage is located in the top left quadrant of the model.
5. The fifth and final stage is the interdependent stage, where the focus is now towards collaborating with others who have reached this level. The understanding previously formed at the independent stage is now consolidated and is the fundamental tenet upon which the interdependent team functions. The attention of the interdependent is both in and out, at the same time. They are always keeping a check on themselves, their team members, and the surrounding environment. Accordingly, this stage is located in the centre of the model, evenly distributed between all ends of the spectrum. Perfectly poised, ready to respond to an uncertain and complex world.
Oh yeah, we developed a diagnostic, too.
That’s right. Because you‘re keen to work out where both you and your organisation are on this spectrum, aren’t you?
If you want to try the diagnostic, just let us know here.