New Thinking!  New Possibilities! 

Suppose you could raise the effective intelligence of your organization.  

Think of lifting your innovation success, making more profitable sales, cutting inefficiencies, not least lost/wasted time and motivation in meetings.  One organization reduced their innovation lead time from 11 years to 11 months.  If you could do anything like this, imagine the contribution to your bottom line.

Benefits organisation-wide 

Leadership of thought benefits through a common language for recognising different intentions underlying each thought.

•   Establishes the roles of imagination and creativity as essential for the proper working of reasoning – neither ‘critical thinking’ nor ‘emotional intelligence’ is enough.
•   Maximises the brain of the firm.  Every enterprise should be run from top to bottom with quality of thought as well as integrity of values.  Intelligence, intellectual property and knowledge working are at a premium today as more and more jobs are recognized as ‘thinking jobs’.  Effective Intelligence helps them integrate their mental processes.
•   Quality Assures the firm's systems.  The complexities of specialist systems have been analysed against their purposes, and improved: particularly in high tech, research and development, and finance
•   Constructs better teams: significantly to identify who to include for the quality of their thinking (process), and who to bring in for the quality of their information (data). 
•   Improves communication company-wide by pinpointing the faults in the firm's channels, especially the culture of meetings.


Case studies

What follows are several examples of real-life benefits experienced by clients.  Inset are models to represent learning tools and processes in deep simplicity.

1.  Innovation projects and methodology

Effective Intelligence break-through projects have a history of successful measured results.  Such projects are set up only when clients know how dissatisfied they are with progress, perhaps over a long period.
In several cases, the client has been enabled not just to overhaul a project but also to re-design an entire system of processes: for instance how capital equipment is purchased, the logistics of cash transport and storage, the approach to agricultural loans, and how Research & Development and Marketing are handled in the organisational process.

Many projects have to do with conceiving new products, accelerating development, and removing blockages that prevent an initiative getting through to the market-place.   Massive cuts have been achieved in 'time to market', in one case from years to months.  But outcomes from some interventions can take years to come through: such as the contribution Effective Intelligence made to the development of electronic innovations for the motor industry through the European Prometheus project.  A huge amount of the value of your motorcar today comes from all its electronics.
2.  Creative problem-solving
Bringing more creative thinking skill to management has been a major driver of Effective Intelligence and sometimes the results have been recorded by clients.
Here is one.  "A training workshop which, on the declaration of just four individuals, directly contributes savings to the corporation in the region of a million pounds a year must be rare evidence of success" (from a client's internal audit).  This is just one success for the 1,320 staff trained in Creative Problem-solving in that business.

Over 30 years of licensing Effective Intelligence to client organisations shows that the use of imagination, purposefully developed, has spread into all operations inside their businesses.  It is not reserved only for marketing and product innovation because the need for it is now more widely recognised.
Clients develop more and better ideas for improving service and solving new, unforeseen problems.  Teams are thinking wider for options and risks, deeper for objectives and criteria, faster for gathering and comparing information: more rigorous in spotting threats
and (more) ingenious in thinking up solutions for them in advance.
3.  Change management in leadership and culture
Effective Intelligence, because it is value-free, has often proved to be a most reliable vehicle for bringing cultural issues together for resolution.
Never telling anyone what to think, Effective Intelligence provides the 'means-whereby', the questions worth asking for different tasks or situations.
Helping the top executives of a huge organisation post-Soviet to come to terms with Western economic culture, getting at the roots of conflict in a nationalised industry, and bringing together two powerful boards in a cross-border merger, Effective Intelligence has been a clean support for negotiation and resolving differences everywhere. 
Using it has also made a visible contribution to envisioning possible futures for the organisation's strategists.
4.  Decision making and strategy formation
Decision-making is the most frequent activity everywhere and at all levels of an organisation: the effects and consequences of senior decisions, however, are usually the most significant.  Effective Intelligence work with Boards of directors on issues, such as governance, has been long-standing.
In one OD operation in an insurance company, where managers from top to bottom were trained in decision-making, the client reported increased confidence and assertiveness in making suggestions, especially upwards, in expressing opinions and reaching original or unusual solutions.  In one bank, its chief executive told me that a junior member of staff had felt able to visit the executive suite and leave a note with a wild suggestion. Both shared its intention, ‘where he was coming from’, and his idea was actually taken up.

The tools for raising knowledge and skill turned out to have an effect on people's attitude as well.

It all amounts to faster and better solutions to customer needs and problems.
What is unknowable when decisions are to be made?  The simple and penetrating Effective Intelligence tools ensure that many more options are thought up and further compared as well as possible, in terms of the relevant objectives.  Decisions are scrutinised using the tools for managing unknowable risk.

5. Strategic thinking for knowledge management
Knowledge management with Effective Intelligence brings Quality Assurance of thought.  Vital time and work savings are made with 'thinking' tools which reduce the huge quantity of data, delivered by computers, to information that matters for decisions.
Those making evaluations adopt a sound process that is universally understood and accepted.  Weak attempts to generate options for action are boosted by purposeful and imaginative search techniques, and a special disciplined diagnosis is given to risk.

Motivation, team-working and collaboration across boundaries have increased noticeably and results show that initiatives, goals and plans are subject to far wider search and analysis and yet deliver on objectives within a shortened time-frame.

6.  Motivation, influencing and selling ideas
Opposition to initiatives is universal, and failure to reach agreement may well be caused by poor presentation and argument.  Those whose approval is required have often failed to dig out the weaknesses and especially to uncover the strengths of the case: both slow down innovation or improvement even from inside the organisation, before the market gets a chance.
Where Effective Intelligence has been adopted, the effects of skilful selling and influencing are directly observable.  Not least on the outcomes of action and actual time saved in meetings.

Sales staff are distinguished by being continually trained and results measured and they most readily experience what Effective Intelligence tools have added to their professional skills: top level negotiators of a major bank found they could better assess the thinking profiles of their 'adversaries' and so negotiate more effectively.  A current international retail business reports doubling the sales value per customer and a similar rise in converting a prospect into a sale.

7.  Communication, collaboration and team-working
Making the case to the public for unpopular nuclear energy plants was more customer focused with coaching of key spokesmen in Effective Intelligence.  This initiative was driven from the very top of the industry.
Other public services such as Health, Social Services, Education and Police are notorious for their lack of collaboration from one 'silo' to another, but noticeable progress has been reported recently through training with Effective Intelligence.  Improved communication distinguishes local government councils that have taken steps to implement what has been learned.
In commercial business, more than one organisation has run the same programme of development for every manager from top to bottom and others insist this is provided for all staff of the same function, for instance all product developers of one division, or all marketing people.

This has brought about better team-working, both within the team and with other teams.

In sum, applying the learning tools of Effective Intelligence raised awareness so that tasks are better matched with the right team members more often, and they appreciate better what each can contribute.  Customer service is improved and high-performing teams are producing more effective solutions by using the same tools and thinking-approach together.

Thinking-intentions are at its heart, and is the reason for its being unique and at the leading edge worldwide.  Thinking-Intentions are the mental energies you use to grapple with different tasks.  Undertaken in business for business, this research over 40 years has produced a system of practical questioning tools to raise performance in every field.


Contact us for:

•   a taster workshop
•   coaching one to one
•   introductory telephone conversation


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