Aim: To introduce certification training as a Vital Corporation Consultant VCC(c) in applying the Institute’s evidence-based ① strategy, ② roadmap & ③ tools for efficiently creating durable multi-stakeholder solutions to
high-cost yet multi-year solution-resistant corporate culture problems often provoking senior management to say:
The focus of a recent two-day Institute workshop was on these three recurrent stumbling-blocks as reported by banking-sector senior executives:
While the above nine Vital Signs (above) enrich the cultural soil for corporate culture change, the baked-in hardiness of what grows requires a targeted design for its ongoing care and feeding. The Toolkit platform activates and orchestrates these four team KPI prerequisites for durably solving complex, embedded corporate problems via the Corporate Culture Transformation function (CCT) as summarized below.
The Toolkit optimizes the productive wellbeing benefits of a team’s Corporate Vital Signs via CCT* role’s ensuring each team’s Vital Signs strengths focus on-the-job performance within these four prerequisites for high-performing corporate teams contributing to successfully baking-in corporately prized cultural values.
| 1 Integration - the CCT* AI-intelligent executive agent” role | 2 Adaptability – via the “Team-as-a-10” exercises™ | 3 Agility – via the “All-Win Problem Solving” exercises™ | 4 Sustainability – Durable “Vital-Me ↔ Team!” Motivation™ |
|---|---|---|---|
| Core CCT function* is to integrate and harmonize the operational changes as proposed by ①Exec Suite ②Work Team Managers and ③Key Team Staff to support a company’s #1 targeted culture changes to improve e.g. “Integrity” (or other culturally prized value) in corporate internal and external operations. | Key observable indicators of our Team’s consistently maintaining performance close to a High-ROI ‘10’ are preliminarily identified in several hours’ small group discussion exercises usually identifying ~ 8 to 10 such indicators endorsed by > 85% of a work team’s members and by the team’s manager for Adaptability. | Unnecessarily frequent All- Lose barriers/ bottlenecks to Agile Hi-ROI Team performance are identified by ① ② and ③ Each of ① ② and ③ ** requests a CCT review of their top two or three “All-Win” actionable, barrier-reduction Solutions” for action-focused prioritization and team decision-making. | Baked-in personal -> team -> corporate gains must be rooted in “That’s Me <-> Us!” Motivation… not simply in senior staff’s “wisdom”. Staff’s surfacing, owning and acting on such durable motivation is fostered by the ①CCT function relying on the ②Adaptability exercises and by the ③“Agility exercises highlighted in this Table. |
