Is this 'New World Management' idea new?
Is it PROVEN?

Who have you worked with in the past?

What did you help them achieve?

How will you understand the issues of my organisation
or the people in it?

 

How does Pentacle Work?

Do you have the resources required to support us?

How much does this cost and
how much internal resource do we need?

What is it like working with you?

Why is a Virtual Business School teaching 'Nuvomondism',
the New World Business Management Approach?

Is New World management a new idea?
Is it PROVEN?

The future is NOW! . . . because most of us are already late . . .

The quick answer is:

Pentacle The Virtual Business School started its continuous learning programmes in the dim, distant past - in 1994.  All the New World concepts have been applied, tried and tested on Pentacle itself and with pioneering clients.   We don't teach anything we don't know will work.

Who have you worked with in the past?

The quick answer is:

Just so you can see that we work across all industries our client list goes across the private sector:- from service to manufacturing, to information and communication technology, from retail to FMCG.

In addition we work with several public sector organisations. 

Follow this link if you want to see some examples of past assignments.

I have been able to apply some practical ideas gained at the conference in my first week back at work.  Specifically aspects of the change model that were introduced by Eddie Obeng.

Scottish Leadership Foundation

What did you achieve with them?

To give you a feel for the scope and size of the work we do there are a few, very old and no longer strategically important, examples.

Some figures...

23%,    17%,    94%,     92%,    25%,   34%,  12%

... match them to:

• increase in bottom line performance within the first quarter
• improvement in customer satisfaction
• reduction in time taken by new re-engineered process
• achievement of project delivery deadlines
• saving in wastage through non-strategically aligned projects
• reduction in new product introduction time
• improvement in payment of presented (disputed) invoices.

The qualitative (not with numbers) results are just as impressive.

The quick answer is:

The GOOD NEWS:

The results have been stupendous!  In both business terms and in the personal development of the people involved.

The BAD NEWS:

Because we are helping organisations to implement real strategic advantage we have to keep details of our work very confidential.

Go here if you want to know more about the range of issues we tackle.

How will you understand the issues of my organisation
or the people in it?

Our approach is not to be:

contractors (who do the work for you)
or consultants (who tell you what to do).

Instead we help you to learn what to do and how to do it yourselves.

We provoke, inspire, educate, enable and facilitate.
The best part is, because you learnt it, next time you can do it yourselves without having to call us in again!

The quick answer is:

Our approach is very elegant and effective.
We use your knowledge of the situation,
plus our understanding of the 'patterns' we have learnt from similar situations,
plus some clear but effective tools like BubbleDiagrams^TM and Gap Analysis.

Example of BubbleDiagrams^{TM         01}

How does The Virtual Business School work?

We use a combination of 'Touchspace' and 'Cyberspace' to create and deliver the appropriate learning, in the right way, to your organisation.

We use a framework to understand Corporate issues and then create a learning intervention to match.

If you want to have a look at an example of how Pentacle created and supported a major multinational over a 12 month period to develop major new business opportunities you need to look here.  The summary is written up in their own words.

Full details of the pioneering approach we use was published in the New Gower 3rd edition of the Handbook of Training and Development

The quick answer is:

How much does this cost and
how much internal resource do we need?

Well it depends . . .

The quick answer is:

Think ROI not Cost

What is it like working with you?

The quick answer is:

One of our key values is to

DELIGHT AND CHALLENGE THE PEOPLE WE WORK WITH

Why is a Virtual Business School teaching 'Nuvomondism',
the New World Management Approach?

By all measures the Knowledge Management movement
has had a great run over the past half decade.
By all measures the ‘e’ revolution will have an even more
extraordinary run in the New World.

The impact on how managers work and learn is tremendous
and is making many of our current skills and approaches
parochial and obsolete.

New business models The increase in complexity of the new business models which move from the traditional ‘growth via more of the same’ to using globalisation, mergers and e-commerce as standard tools, means that significant areas of study from marketing to operations, and finance to human resource management have to be re-thought. The continuously changing complexity of these business models leaves managers in organisations little time to learn how to best operate in the new environment.

New organisations The business models demand different forms of organisation, distributed virtual teams operating on global challenges needing to share information and knowledge instantaneously, KnowWhy, KnowHow and KnowWhat are critical for speed of action and empowerment in the new organisation.

Commoditisation of management education  As knowledge is captured electronically and codified for sharing, the ease of duplication and replication of electronic information means that any standardised or popular theory quickly becomes commoditised. Diagnosis of learning needs, early identification of new patterns and frameworks, innovative delivery rather than the delivery of widely published content, becomes the main source of value that a management educator adds.

Changing models of learning  These factors are all leading to a changing focus on the demand for models of learning. Learning demands become more immediate and just in time, continuous, linked to application, local and on-line, electronically captured and shared among the wider team.

Changing role of the educator / developer The role of the educator / developer must also adapt: from regurgitated content provider to new / leading edge content provider; from Sophist and case study provider to diagnoser and designer; from front of the classroom to coach in the workplace (either face-to-face or on-line).