Acceleration

The PACE Process Xyntéo Prepares individuals and organisations to Act and achieve breakthrough, via a process of Co-creation, to reach an Enduring level of performance in accelerated time-frames: 'PACE' The combination of Xyntéo's PACE process, its focus on executives' viewpoints and the co-creation methodology, allows it to work at the highest levels to achieve breakthrough. PACE is based on relentlessly keeping client focus on business results as a way of directing and maintaining business momentum and, thereby, achieving breakthrough in performance. Understanding where you are on the current business curve and visualising where the next step change in performance is required, provides the direction to individuals, teams and organisations to prepare for a jump to a new performance level. To maximise the effectiveness of the PACE Process, it is essential that it produce positive effects (in business and on a personal level). Therefore, it is imperative that three, learning elements are in balance: the cognitive, the experiential and the inspirational (the Xyntéo Learning Principles). This approach is the foundation for all of Xyntéo's work - to strive for balance in all client projects and engagements, by working with organisations to open individual and collective minds to new ways of thinking, being and doing.

The PACE principles are simple and consist of three major phases: Preparation, Action and Endurance, which, in turn, consist of a series of modules designed to take a client step-by-step through to breakthrough performance and ensure that, once attained, performance does not fall back.     Jumping the curve Client's objectives are considered as goals to be achieved by stepping out from their existing level of business performance and stretching towards new, higher levels of sustainable performance. In other words, they jump from one business curve to another. Thus, clients have to have a firm idea of the 'dominant logic' (or the way the company acts and reacts to internal and external challenges), which holds and maintains them on their existing curves and must develop a way to envisage what the next curve could look like and what new dominant logic is required to take it there.

The double S-curve represents the development cycles (or time/performance or time/value) of two very different business definitions. The transition from one state to the other constitutes a jump. Of course, in reality, the curves are more ill-defined and businesses can occupy several different positions on a curve at any time (being comprised of business units). Nevertheless, the use of curves here to represent the birth, growth and decline of a particular business definition is useful, as the evolution of both business and dominant logic can be followed. Dominant logic is embedded in behaviours, attitudes, personal rules and experiences. Logic is developed based on what has worked before and what is thought will give success in the future. Existing dominant logic, once successful, can prevent sustainable growth on a new business curve. Dominant logic can either enable growth, if the environment stays the same, or hinder growth, if circumstances change such that previous experience is less relevant. It can be seen from the analysis of global issues that the business, political and social environments are changing and that competitiveness demands innovative ways of staying in business and growing from that foundation.

The S-curves represent the performance cycles of different business propositions. They represent a jump from one business reality to another - not an extension of an existing curve. Usually, it is not a question of jumping to a new curve and abandoning the old. These days the trick is to jump to a new reality AND maintain and improve the original business. Most businesses face the prospect of, or experience, a jump, at some stage - some successfully, some not. Any jump, or even a relatively smooth transformation, needs exceptional leadership, which is thoroughly prepared to act at the correct point and follow through to sustainable success (PACE process). Jumping implies a move from a comfort zone, through a period of uncertainty to a new position - it is frightening.

1. Beginning the Curve Face the Brutal Facts Understand your existing dominant logic(s). Develop foundations for emerging dominant logic. Major cultural transformation - question everything. Leadership Agenda Clarity of business vision. Start the economic engine (ensure resources are sufficient and prioritised). Agree what is to be measured. Rapid feedback on what works/timely and effective closure of what does not work.

2. Growing up the Curve Dominant Logic in Place Employees know "What business are we in?" and "How we do things around here". Explicit or tacit knowledge. Danger of complacency or arrogance. Leadership Agenda Fine-tune the economic engine. Removal of distractions. Retention of business focus. Scanning the horizon for emerging opportunities or threats. THEN being brave to JUMP when things are still growing and do something different.

3. Jumping the Curve Transitional Change Organisational trauma: employees will travel from contentment and complacency through a zone of discomfort; experiencing fear & denial and chaos & confusion, before reaching renewal & revitalisation. Leadership Agenda People first, BUT decide who is going to be (or be capable of) jumping. Confidence, commitment and self-belief. Managing the 'old' and the 'new'. Tolerate ambiguity and act.

4. The New Curve Support the new facts Develop foundations for new emerging dominant logic. Leadership Agenda Clarity of new business vision. Agree what is to be measured. Rapid feedback on what works.