The Applications Lab includes 14 modules that address the 14 key components of the Leadership & Design Blueprint and follow the 14 chapters in the [Re]Create book. The modules are organized into bundles of related topics to form five DIY eCourses and five Collaborative eCourses. Each module follows Our Approach which includes five lessons – key concepts, application, assessment, leader as organization architect, and [re]create. In the 14 modules there is a total of 70 lessons including:
- 70 videos narrated by John Latham (over 11 hours total)
- 70 downloadable slide decks,
- Online version of the [Re]Create book
- Over 150 worksheets to help you learn how to [Re]Create the Organization You Really Want.
Note: The first half of [Re]Create book Chapter 6 [Re]Design Systems is addressed in Module 6. The Design Framework described in the second half of Chapter 6 is not currently included in this lab but will be addressed in Module 15 the [Re]Design Lab – Coming Soon!
1. Forces for Change
While the motivation for change varies widely, there must be enough tension to overcome the inertia of satisfaction with the status quo. The framework starts with identifying the forces of change specific to your organization and context. | Module Intro & Overview
2. Stakeholder Value
The focus of a transformation to sustainable excellence is to increase the value created for multiple stakeholders including the workforce, customers, investors, suppliers and partners, community, and environment. The task here is to understand the stakeholders’ needs and desires. | Module Intro & Overview
3. Compelling Directive
The needs of the stakeholders inform the creation of a “compelling directive.” The format of the compelling directive varies but typically consists of the organization’s purpose, mission, vision, and values. | Module Intro & Overview
4. Focused Strategy
How will the organization achieve the desired reality described in the compelling directive? The focused strategy translates the compelling directive and stakeholders’ needs into more specific goals, objectives, and clear expectations. | Module Intro & Overview
5. Enable, Empower, Engage
While many leaders claim that their people are their most important asset, their actions often tell a different story. High-performing organizations develop and engage their workforce to accomplish the strategy. | Module Intro & Overview
6. [Re]Design Systems (Part 1)
Understand the organization as a system of systems. Identify and understand the connections between the customer, production and operations, supplier and partner, workforce, information and analysis, leadership and strategy, and governance systems. | Module Intro & Overview
Note: The Design Framework described in Chapter 6 is addressed in Module 15 [Re]Design Lab – Coming Soon!
7. Comprehensive Scorecard
The progress and performance improvements resulting from the deployment of the action plans are measured and tracked by a comprehensive scorecard that measures the stakeholders, strategy, and systems. | Module Intro & Overview
8. Organization Performance Review
Scorecard results are analyzed and periodically reviewed by the leaders at all levels who then revise the action plans and operations as necessary to accomplish the strategy. | Module Intro & Overview
9. Align, Coach, Appreciate
There is an old saying, “What gets measured gets done and what gets rewarded gets repeated.” Reinforcing behavior is based on progress towards the overall strategy and includes recognition, rewards, promotions, and sometimes the removal of individuals. | Module Intro & Overview
10. Learn and Improve
Successful leaders of transformation are never satisfied with the organization’s performance and learn from experience. To fully develop the organization’s systems, culture, and individuals requires that the organization learn not only from their successes but also from their failures. | Module Intro & Overview
11. Collaborative Leadership Style
The collaborative style includes nine behaviors. Leaders establish their credibility by role modeling the behaviors and actions they want to see in the new organization. It is a style that helps people create the organization that they want. | Module Intro & Overview
12. Culture of Service
Ultimately, sustaining excellence requires that the new systems, processes, and practices become habitual and embedded in the culture. Culture is composed of values and norms that are manifested in the rituals, heroes, and symbols. | Module Intro & Overview
13. The Individual Leader
Organization architects have five common characteristics that increase the odds of achieving and sustaining high performance: purpose and meaning, humility tempered by confidence, integrity, systems perspective, and motivational and attitudinal patterns. | Module Intro & Overview
14. Facilitators of Change
Some leaders of successful change doubted they could do it. It can seem overwhelming. There are a few key facilitators of change to help you along the journey. There is an old saying, “If it has been done, it must be possible.” | Module Intro & Overview
15. Systems [Re]Design Lab (Part 2) – Coming Soon!
The challenge in developing sustainable organizations is to design systems that facilitate employees in providing the best products and services to both internal and external customers. Are your systems designed to help your workforce create value for multiple stakeholders? | Module Intro & Overview
What makes our eLearning “Applications” Lab approach different?
Most organizations have tried numerous methods to improve organization performance. Many of these efforts have resulted in mixed success. Few have been able to successfully make the changes necessary to achieve and sustain high performance. So what makes this approach to leadership and design different from those previous attempts?
- Leaders become Organization Architects – Leaders become architects of the organizations they really want! They lead by example and “learn by doing” real work application activities. Leaders become self-sufficient with the knowledge, skills, abilities, and tools to continue learning after the experience.
- Get the “DNA” right first! – Develop a solid foundation and framework for excellence that aligns stakeholders, strategy, systems, scorecard, and culture before working on the individual components and processes of the organization.
- Systems Thinking – A deep understanding of the underlying systems, relationships, and leverage points is the foundation for good organization design that creates sustainable value for multiple stakeholders.
- Confidence – Our approaches are based on and use scientific learning methods and science-based research to inform the custom design of systems, strategies, performance metrics, and culture to achieve and sustain high performance across a comprehensive scorecard.
- Creative & Custom – Our methods integrate design thinking to help you [re]imagine, [re]designing and [re]invent or “create custom” systems vs. simply “fixing” the old systems.
- Convenient – We use digital media and methods which are convenient flexible “bite-size chunks” for your busy schedule. The studio works on a variety of mobile devices including laptop computers, tablets, and phones.
- Better Value – Our digital approach is a better value and less of a burden on the natural environment (smaller carbon footprint with less travel, paper, etc.) compared to the face-to-face alternatives.
Try Before You Buy
Sign up for your Free Studio Membership and get full access to the first two Applications Lab Modules (10 lessons total). As a Free Studio Member, you will get full access to the Forces for Change and the Stakeholder Value modules and the Member’s Only Library of downloadable eBooks.
Buy Now – All Access Pass
Buy a Single-User, One-Year Access Membership to the Applications Lab now and learn how to design and build an organization that creates sustainable value for multiple stakeholders including investors, customers, workers, suppliers and partner, society and community, and the natural environment.
$ 995 USD