This post is a continuation in a series of weekly posts about my thoughts and learnings with regards to Tom Peter’s “The Future Shape of the Winner” Model and the “Excellence Audit” .  I am in week 2 of a distance learning course to become an accredited user of the Excellence Audit.  Please feel free to comment and/or add to my thoughts below.

Please note, these comments are based on what I have read before, the conversations I have had with Madeleine at Tom Peters Company, and of course from our first session.  I may have some different thoughts after I read the materials tonight!

Future Shape of the Winner Model:  What it is?

The Future Shape of the Winner is…

• A way to describe an organization that revolves around it’s people, understanding that they are nothing without them, and that if we stop moving and changing and moving forward in order to support our people, we will topple over and fail.
• Based around Tom Peter’s work over 20+ years, built around his professional services model.
• A way for organizations to put words around the challenges they are facing today.

How can it fit into my practice?

• This is something Madeleine and I talked about months ago.  Measurement is paramount in my practice.  I want to not only be able to show results, but also be able to confidently identify and prioritize areas the organization should target as areas for improvement.
• Although I always conduct some time of assessment when working with a client, this will be the first time I use a tool as thorough and as credible as I believe the FSW Model and Excellence Audit to be.
• Helping an organization conduct an Excellence Audit will not only help me better assist the executives in creating their change agenda, but it will provide a baseline for any other work I do from that point on, as well as provide me with the breadth and depth of context I need about the organization in order to do my work well.
• It’s just a darn good tool to have in my toolbox.

The Kinds of Situations Where it Might Add Value to My Clients…

• Performance Issues, low morale, and/or culture issues with no real diagnosis
• Lots of perceived “problem areas” with no way to prioritize
• Lack of baseline information and feedback from employees about the state of the organization
• Organization who wants to think ahead strategically, for the long term, vs. just putting out fires
• Organization tight on budget who wants to target their dollars for development in the most efficient way