Lominger Tools

• The Organizational Cultribute Architect®
• The Change!able Architect®
• The Ambiguity Architect®
• The Team Architect®
• The Leadership Architect®
• The Interview Architect®
• The Learning Architect®
• 360°®
• Choices®
  

The Organizational Cultribute Architect®
The Organizational Cultribute Architect® is the fruit of lengthy research on changes in organizations, and from all the experience acquired from numerous studies about cases of success or failure in company transformations.
Through research, we have been able to identify 80 cultributes that group together different elements such as:

• Core-competencies of the company (or particular know-how)
• Cultural attributes (or cultural traits)
• And organizational capabilities (or organizational capacities)

These "cultributes" can either enable your organization to succeed or restrain your organization from doing what it needs to do in order to succeed.

The 80 cultributes are divided into 16 clusters, organized under four general questions.

I - Who are we today?
      - Who do we need to be?
          (Cultribute Clusters 1 – 3)

1. Be the Preferred Employer
2. Be the Quality Leader
3. Have a Shared Mindset

II - How agile are we inside today?
- How agile will we need to be inside?
          (Cultribute Clusters 4 – 8)

4. Be Intra-Entrepreneurial
5. Make Timely Decisions
6. Manage Costs
7. Manage Information
8. Manage Work

III - How agile are we outside today?
- How agile will we need to be outside?
          (Cultribute Clusters 9 – 12)

9. Be Fast in the Marketplace
10. Be Marketplace Agile
11. Manage the Strategic Position
12. Manage Stakeholders
    

IV - How are we building a people edge?
- How will we build a people edge?
          (Cultribute Clusters 13 – 16)

13. Empower Individuals and Teams
14. Fill the Talent Bench
15. Reward for Performance
16. Support Employee Development

By analyzing the gap between your organization’s current and future cultribute profiles, you can create a goal-based action plan for acquiring or strengthening whatever cultributes will be needed in order to make your strategy succeed.
If this analysis is not carried out or is not rigorous, it denies management its capacity to evaluate with precision the nature and importance of the efforts necessary for success.

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The Change!able Architect ®
This involves an analysis of a series of elements that would allow you to evaluate if your organization can undertake the change in question. These 70 elements are divided into three categories, organized under three general questions.

I - What is our capacity for change?
          (Clusters 1 – 5)

1. Change Gaps
2. Change History
3. Communication Flow
4. Talent Management
5. Cultural Readiness

II - What is the context for change?
          (Clusters 6 –9)

6. External View
7. Financial Flexibility
8. Market Position
9. The Marketplace

III - How change-ready are our leaders?
          (Clusters 10 – 14)

10. Board Quality
11. Top Management Change Competencies
12. Top Management Composition
13. Top Management Experience
14. Top Management Legacy

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The Ambiguity Architect®
In today’s fast-paced, ever-changing environment, the capacity to deal with ambiguity and change is a skill that is becoming increasingly important at every level of an organization.
Recent research in leadership has shown that there are basically three core competencies that every leader must have, i.e., the ability to:

• be strategic
• work as part of a team
• handle ambiguity
  

The same research shows that there is an enormous amount of focus and energy dedicated to the first two skill areas. The third area, however, has been left virtually unexplored. Given the environment as we know it and the forecasts that predict that there is no relief in sight, now is the time to focus on the third element. The Ambiguity Architect® helps you and the people in your organization develop the ability to deal with ambiguity and change.
Used as an integral part of your assessment and development process, the Ambiguity Architect® is the tool that will help you and your organization set the tone for creating and sustaining a team of successful leaders.

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The Team Architect®
It is well established that Self Managing Work Teams (SMWT) can be more effective. Companies using TQM and employee involvement have higher ROE, Return on Sales and Productivity. The Team Architect® proposes 72 types of behaviour that characterize high performance teams, four key commitments that organizations must make for teams to flourish and four keys to effective team leadership.

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The Leadership Architect®
This tool is comprised of 67 competency and aptitude cards necessary to improve and ensure success of managerial and other functions of a company. Over 1000 development propositions are equally employed to establish development plans depending on each competency. The Leadership Architect® offers several applications: assessment, career orientation, training, recruiting, internal mobility, management and strategic planning of human resources.

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The Interview Architect®
With employment and companies constantly changing, it has become essential that recruiting does not limit itself to past or present competencies. The candidate’s capacity to repeat acquired competencies and learn new competencies has to be evaluated. The concept of learning potential becomes crucial.
The Interview Architect® is comprised of two aspects. First, it allows you to obtain specific information on the competencies required to fill a position. The questions needed to assess a candidate’s competencies must thus be determined. Second, the method suggests ways to structure the interview so that it will not be based solely on past experience, but will also allow the assessment of the candidate’s capacity to learn. Focus is placed on the candidate’s capacity to learn from experience - a key element to professional success.
The tool proposes 67 non-technical competencies defined in terms of observable behaviour. It then provides a series of questions for each of these competencies, based on the candidate’s experience level.
The Interview Architect® is adapted to today’s rapid evolution and allows for a fine-tuned analysis. The tool is practical and user-friendly, and can be customized to the individual needs of each company.

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The Learning Architect®
In today’s increasingly competitive world, successful organizations must be agile and adaptive to changing markets and contexts. Organizations must become more comfortable in managing change and responding to chaos. For most, that will mean developing or hiring a critical mass of people who are “street smart” – or have the ability to learn from experience. The Learning Architect® will help make you and the people within your organization better learners – both as individuals and teams.
The proposed exercises are used first to assess you or your group’s learning tactics, preferences, methods, and styles. From these assessments you can build customized Learning Enhancement and Development Plans designed to help you or your group learn more effectively.

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360°®
Studies conducted by various institutes on leaders and leadership have shown that it is definitely not personality or degrees and diplomas that act as differentiators between successful managers and derailed managers. Rather, it is their actions and the competencies they demonstrate on a continuous basis. 360° feedback allows managers to become aware of their competency strengths and development needs by comparing their self-assessments with the assessments completed by those with whom they work. Thus managers can build a development plan to improve their management style, interpersonal relationships and/or certain personal skills.
Our experience with 360° assessments demonstrates that three types of expertise are needed to ensure success:
• Content: development of competency profiles
• Method: design of questionnaires, definition of assessment scale
• Administration of process: processing of questionnaires, preparation of summary report, giving feedback to the person being evaluated.
We offer this expertise to organizations who wish to implement a 360 feedback process thanks to user-friendly tools that have been validated by a large number of users, our methodology, based on experience and mastery of the process, and the integration of new technology which ensures process optimization.

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Choices®
In multi-year studies conducted at the Center for Creative Leadership, one of the glaring differences discovered between successful executives and those whose careers falter is their ability to learn from experience. This skill is what we refer to as “Learning II”, and is different from how intelligent a person is – as measured by IQ tests, grades in school, or accumulation of technical knowledge that we call “Learning I”.
Choices® was created to measure and manage an individual’s potential as well as the collective resources of your company. In other words, it identifies an individual’s or group’s strengths and weaknesses and allows you to assess the level to which they use Learning II.

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