Welcome

Anticipated Outcome assists people to overcome their resistance to change by creating Authentic Solutions, which allows a company to realize its full potential and achieve unprecedented results.

When your operational processes produce the results you were anticipating ... THAT’s when you are successful!

When buyers choose to do business with your corporation over any lower-priced competitors... THAT’s what makes you the industry leader!

When all of your employees are working to the strength of their personal Unique Ability ... THAT’s how your company realizes it’s full potential!

There is no shortage of excuses for explaining why a corporation is unsuccessful; why it could not be industry leader, or why realizing its full-potential was simply not an option. Instead of covering ones behind or finding a scapegoat, it would be more productive looking for answers to the question how to become successful, industry leader and realizing ones full potential.

Since everything worthwhile pursuing in life seems to be outside our comfort zones we need to stretch, requiring each and every one of us to overcome resistance to change. It only takes one key player who is resisting change to cause organizational inertia. This might be you, your boss, or your employee.

Resistance to change is an expression of fear of the unknown. How long situations of organizational inertia can continue unchallenged depends on the quality of corporate leaders. Real strategic leaders show people a purpose behind which they can rally, something they can embrace and be proud of. Their vision for its execution includes well-defined answers to the inevitable question of every stakeholder: “What’s In It For Me?” Remember that most key employees who resign their position want to leave their boss, not their job!

Strategic leaders must be visionaries who know how to paint big picture perspectives; who can connect the dots; who analyze cause and effect relationships and who create and implement structure. Structure, amongst other things, answers employees’ questions of why their work is important and how they contribute to the process of creating value for clients. This motivator is often ignored.

Strategic Leadership Although leadership is not an exact science, it adheres to strict rules of logic to account for cause and effect relationships in the pursuit of clear goals; nothing happens by accident!

Corporations are complex systems with extensive processes that need design, engineering, monitoring, maintenance, and re-design to improve corporate performance. Although performance is mostly measured in monetary units, money is only the result of running a business, not its purpose!

Because we cannot solve the mission critical problems we face at the same level of thinking we were at when we created them, we need to change our perspective from time to time. After all, problems persist because some essential piece of information is missing, or because letting go of obsolete knowledge makes us uncomfortable and forces us to dive into the unknown. Creating new perspectives requires that we get out of our own way; giving up our innate resistance to change and rekindle our curiosity and imagination.

Change requires strong leaders that people want to follow, and who know how to create structure; identifying the relationships between the building blocks of organization:

Why are we here? Purpose, vision, mission (including values and beliefs).

What are we going to do? Strategy; the functions we choose to perform in order to realize corporate purpose, according to a clear vision.

How are we going to achieve our mission? Long-term goals and short-term objectives.

Quality of process and of product or service. Prerequisites and Critical Success Factors.

These building blocks are intricately connected to form a blueprint for organizing labor, capital, resources and entrepreneurship. This is what I call Anticipated Outcome.

The intentions of Anticipated Outcome must be translated into business processes; the functions, activities and tasks that create value for clients. This is what I call Business Mechanics. Value refers to the utility that individual clients obtain through their affiliation with their supplier, in order to satisfy one or more of their specific needs. Consequently, utility includes Corporate Social Responsibility, extending way beyond the actual product or service.

Alignment occurs when Business Mechanics consistently reflect the intentions of your Anticipated Outcome. Alignment shows the world that you walk your talk; that you have integrity. When corporations effectively master the efficient creation of (superior) value for buyers, they are bound to earn above industry-average returns. Alignment is thus a prerequisite for success!

Value-Leaks occur every time leaders fail to realize their corporation’s full potential and when they are unsuccessful in aligning Business Mechanics with Anticipated Outcome. Precious resources are wasted, human intellect is discarded, time and money is lost, and the Brand name is possibly tarnished. The foremost cause of all value-leaks is resistance to change!

There are many solutions to specific Value-Leaks available. However, most of them reduce or eliminate only the symptoms of a problem and fail to support corporate strategy. Solutions that fail to eliminate the root-cause of a problem perpetuate a problem-- they are just stopgaps. Solutions that acknowledge corporate purpose, unlock human intellect and effectively re-establish alignment of Business Mechanics and its Anticipated Outcome are Authentic Solutions. They are authentic because they are aligned with the corporation’s proprietary value-creating properties.

Success is an equation between Business Mechanics and Anticipated Outcome, which implies that a lack of success is contributable to either one or both operands. Therefore, Authentic Solutions require adjustment of either Business Mechanics or Anticipated Outcome. Changes to Anticipated Outcome invariably require re-alignment of Business Mechanics also.

Strategic leaders are purpose-driven individuals who naturally gravitate toward assuming responsibility for shaping the future of their corporation. Their unique ability is to understand and take...

Strategic leaders are purpose-driven individuals who naturally gravitate toward assuming responsibility for shaping the future of their corporation. Their unique ability is to understand and take ownership of Anticipated Outcome and its translation into Business Mechanics. They structure their corporation by designing superior business processes that create superior value for clients because only superior processes will result in superior profits.

Furthermore, strategic leaders recognize the need for matching the unique ability of individual employees with specific requirements for a particular position. If people are allowed to do what they do best, they will regain their curiosity, become attentive, creative, engaged and committed to reach their full potential, while having fun in the process. There is no other way for corporations to realize full potential than to empower employees to becoming their best.

Other leaders have different unique abilities for various specific business functions that are tactical and operational in nature. Their preference is to focus on aspects such as operational efficiency, quality assurance, continuous improvement and research & development. One form of leadership is not more important than another; they are both necessary but require people with different personalities, which strengthens any leadership team.