1. HIGH PERFORMING ORGANISATIONS
THE CDP APPROACH
Turning Potential into Results

2. CDP High Performing Organisation Model

3. CDP’s philosophy about organisations and culture
Helping organisations think about, transform and better articulate their purpose, design and culture requires a deep understanding of the formal, informal and unconscious dynamics at play.
Sometimes these don’t align, they may even clash. What is stated as being the case isn’t always so.
Really understanding an organisation means going below the surface. It involves asking questions such as:
What are we for and why?
What’s really valued – and rewarded – around here?
How do things get done around here?
How does working here make me feel?
What’s the “personality” of this place?
What’s our organisational DNA?
To really understand an organisation you need to know its history, rituals, stories and myths.
You need to know what your people would say to their best friend if they asked:
What’s working there really like?

4. CDP’s philosophy about transforming organisations
Any transformation has to start with a clear understanding of what the goals are, which should be clearly tied to the commercial imperatives facing the organisation.
If there is anything to acknowledge, face up to or even apologise for that should be done.
The transformation goals must be owned widely within the organisation and embedded from the top down – leadership behaviour is vital.
All transformation communications must be clear, simple, intuitive, open and honest, and ideally in the vernacular.

5. The four stages of the CDP approach
Where are
we now?
Organisation
Development Audit (ODA)
How do we
get where we want to be?
Playback to leadership and decisions / plan
Transformation and making it stick
Ensure buy-in, embedding and reinforcing
Where do we want to be?
Clear, worked out goals linked to commercial ambitions
Our Organisation Development Audit (ODA) involves online surveys, focus groups and interviews to get to the heart of an organisation’s real, lived values and culture. It diangnoses the organisation against the nine elements of the High Performing teams model and any other bespoke considerations. Sometimes this involves an “Organisational Genogram” that shows the three-generation history of an organisation – the“ghosts in the current machine”. We back up this inquiry with textual analysis of internal and external communications such as CEO announcements, values and mission statements and employee engagement surveys.
Often, we will work with an internal team of high potentials (from all levels) who put together a powerful “holding up the mirror” presentation for the organisation’s leadership – showing where the organisation currently is and highlighting the path it needs to take to fulfil its own aspirations. (see next slide)
We then facilitate a process of review, reflection and reworking of the organisation’s approach to leadership, values and culture in the light of these findings. This often involves work around purpose and meaning; leadership values, behaviours and frameworks; and diversity and inclusion in its broadest sense. We then help this become embedded and “lived” throughout the organisation at all levels.

6. “Holding up the mirror”
This process can be a challenging one for leadership teams as we invite them to let the wider business “hold up a mirror” and describe what they feel about the companies’ values, culture, ways of working and leadership. We usually do this through an immersive experience, similar to this:
One FTSE 100 CEO described this kind of work as, “the best, if most uncomfortable, 2 hours of my working life. The way I see – and lead – the company will never be the same again. I wish we’d done this 3 months into taking the job”

7. The outcome A High Performing Organisation with:
A clearer, more inspiring and more effective sense of purpose, design and culture.
People who feel closer and better connected to the organisation as a whole.
As well as being employees they will be loyal, energized corporate citizens and external advocates.
Ways of working that are quicker, more agile and more efficient.
This all translates directly to high performance and results.

8. Our organisation and culture model aligns with our assessment, coaching and team models
How we are different

9. 21 Bloomsbury Square, London, WC1A 2NS
CDP transforms your business performance by working at the deepest level to unlock the potential of your people
Our consultants are passionate about helping people find and unlock their untapped layers of potential. We start by rigorously auditing your talent, leaders, teams and organisation and then, by working at a deep psychological level - tackling root causes, blind spots and derailers – we bring about profound and lasting changes in performance.
We offer:
In-depth individual leadership audits for selection, promotion and development
High performance executive, return to work, impact and transitions coaching
High Performance team interventions (including board effectiveness)
High Performing Organisations development and cultural change support
High level leadership and talent consultancy at CEO and HRD level
We would relish the chance to partner with you to ensure your business achieves its goals by enabling your people to operate at their very best. Get in touch today to discuss how, together, we can make that happen.
21 Bloomsbury Square, London, WC1A 2NS
+44 (0)