Organisational Performance

We ignite organisational performance by optimising business processes, driving growth and maximising EBITDA whilst creating a corporate culture where individuals can thrive and contribute positively to society. 

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Genius Solutions

Staying ahead of the competition requires more than just getting by—it calls for a relentless focus on excellence and innovation. At Masters in Minds, we get the complexities of this dynamic environment and specialise in helping organisations adapt, thrive amid the challenges, and grab opportunities.

We do it differently; we engage with people on the front line, remove silos and help people collaborate.

Our operational excellence provides the strategic guidance you need to boost efficiency, drive sustainable growth, and achieve lasting success. As the pace of change quickens and market dynamics shift, the need for operational excellence becomes essential for building ... Read More

Organisational Performance

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Some Examples of Our 'How'

 Operational Excellence

Operational Excellence

Operational excellence focuses on improving processes to boost efficiency, quality, and customer ...
 End - to - End Standarised Processess

End-to-End Standarised Processes

End-to-end standardised processes ensure consistency and quality by implementing uniform procedures ...
 Training Courses / Programmes service

Training Courses / Programmes

Masters in Minds training programmes cultivate holistic development through tailored courses that ...
 Customer Journeys

Customer Journeys

Our Customer Journey uncovering workshops delve deep into understanding client experiences, mapping ...
 Leadership 3.0

Leadership 3.0

Our programme equips leaders with the skills, insights, and tools needed to ...
 Performance Improvements

Performance Improvements

We deliver performance improvements by reducing cost-to-serve and elevating CSAT and NPS scores. ...

We Understand

Organisations encounter many challenges in their quest for excellence. We recognise that every business is unique, with its distinct objectives, constraints, and opportunities. Our solution is a highly personalised consulting approach that is tailored to your specific needs and circumstances.

At the heart of our methodology lies a commitment to collaborative partnership and mutual empowerment. We don't simply swoop in with preconceived notions and cookie-cutter strategies; instead, we take the time to listen, learn, and engage with your team to gain a comprehensive understanding of your organisational dynamics and aspirations by our discovery methodology. By fostering open dialogue and transparent communication, we cultivate a shared sense of ownership and commitment to the journey ahead.

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Seasoned Consultants

Drawing upon a rich tapestry of industry experience and domain expertise, our team of seasoned consultants brings a wealth of knowledge to the table. With backgrounds spanning diverse sectors and disciplines, we offer a unique blend of insights and perspectives that enriches our consulting engagements and drives innovative solutions. Whether you're grappling with challenges in supply chain management, quality assurance, process optimisation, or organisational culture, rest assured that our experts have the breadth and depth of expertise to guide you toward transformative outcomes.

Tireless Commitment

Operational excellence is not merely a destination—it's a journey of continuous improvement and evolution. As such, our consulting engagements are characterised by a relentless focus on results and a tireless commitment to excellence. We don't just deliver recommendations and walk away; instead, we roll up our sleeves and work alongside your team to implement actionable solutions and drive tangible outcomes. From the boardroom to the frontline, we embed ourselves in your organisation, serving as catalysts for change and champions of progress.

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Working with Masters in Minds is more than just a business transaction—it's a strategic partnership built on shared ambition and mutual trust.

 

How We Do It

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Discovery

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Delivery

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Specialist Areas

Strategic Execution & Implementation

Strategic Execution and Implementation involves turning plans into action and ensuring organisational strategies are effectively implemented to achieve goals, improve performance, and drive business success.

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Customer Experience

Customer experience (CX) refers to customers' overall perception and interaction with a company or brand throughout their entire journey. It encompasses all touchpoints and interactions, from initial awareness to post-purchase support.

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Growth, Marketing and Sales

Growth, marketing, and sales are interconnected aspects of business that work together to drive revenue, acquire customers, and expand market presence. Here's an overview of each area and how they contribute to the overall success of a business.

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People Performance

People Performance focuses on understanding human behaviour, optimising team dynamics, and enhancing organisational effectiveness through psychological principles and performance management strategies. 

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Organisational Performance

Organisational Performance is a measure of how effectively an organisation achieves its goals, enhances productivity, and experiences growth through efficient processes, strong leadership, and employee engagement.

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Ready to ignite a growth revolution within your company? We can be your guide.

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Feature Insights

Business Saviness

May 10, 2024

Beyond Performance

We ignite sales growth and marketing effectiveness, maximising EBITDA with expert advice and tailored solutions. Our services encompass crafting business logic frameworks, omni channel sales processes, sales strategies, and SaaS solutions to increase conversion rates and maximise ARR.

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Mindset, Attitudes and Behaviours

April 29, 2024

The Mindset of Change Leaders

Having spent over 20 pragmatic years creating and leading change in organisations and also having studying it academically I believe I have a good take on it by now!

I’ve learned that there is a difference between change management and change leadership. There is more sustainable success when our mindset is focused on leading it as well as managing it.

Bear in mind the definitions of Change vs Transformation.

Change resolves the past

Change requires becoming familiar with the current situation, and working to make things better, faster, and cheaper. The past is the fundamental reference point and actions are intended to alter what has already happened. Success is judged by efficiencies and economies that are realised at the end of our effort, compared with when you started. When you choose change, your future is a reconditioned, or improved, version of the past.

Transformation creates the future

Bringing your preferred future to life requires transformation – revisiting your purpose, the beliefs that drive your decisions, and the impacts of your products and services. It is important to acknowledge the past, complete it, and let it go. Create and move to the new.

Leading change is different from change management

Change management is a well-thought-out set of approaches and tools that support change, often at a project level. It happens in parallel to the project to make sure the business solution is implemented and that people adopt the new behaviours associated with it. It focuses on understanding the difference between the current state and future state, creating communication and training plans, identifying early adopters and resisters, and paving the way for the business outcome to be reached. The change management toolkit is a very important one that should be part of projects that introduce change — but it’s not enough.

Leading change is something very different. Fundamentally, it’s about creating and communicating a vision for change not directly tied to a project or initiative. It’s about making change part of your culture’s DNA. Where it really rocks is when the organisation is consciously and intentionally defining and building the culture it desires and it recognises that change leadership and management is a critical element.

It is transformational, envisioning and driving the business solution, not simply implementing it.

Change leadership creates a mindset across the organisation that focuses on what could or should be different, rather than asking people to simply adopt an already determined solution.

It removes the shackles of how we do things and asks people to truly engage in the change: to become part of creating a solution. It enables others to think differently, moving change along more rapidly and more efficiently, even while it creates a sense of upheaval. It is what makes people say “I have to be part of this,” creating momentum and a desire to continually move to the next phase or next level.

To lead change, don’t just behave differently — think differently

The great change leaders I’ve known have a different mindset than change managers. They aren’t trying to contain change. They’re trying to make it contagious, embedding change thinking into everything from the most fundamental daily interaction to the most complex strategy. To make change contagious, you start with a compelling vision.

A great example: A COO was consolidating eight sales and service support functions into a single shared services organisation. Rather than having a small team of executives determine how to integrate the organisation, he identified cross-level change teams to redefine processes, pull out redundancy, and build new relationships. The only direction he gave was to deliver the vision and meet the timelines that many considered impossible. They met those requirements and more.

In addition to the vision, great change leaders hold up examples of people who are igniting change within the organisation. That same COO led a two-day offsite session for the 300 people who made up the new division. He shared success stories, including the highest score in the company’s recent engagement survey and wins that occurred with customers and individuals who embodied the vision, and engaged everyone there in conversations about how to continue to adapt and change the organisation to deliver the customer experience. The energy in the session was palpable.

Talking and sharing examples every chance you get, from the most casual conversations to the largest events, builds belief, confidence, and engagement.

Focus on building trust, the bed-rock of alignment, engagement, and high performance.

According to Edelman’s Trust Barometer for 2013, one of the largest studies of its kind; only 18% of people trust their business leaders to tell the truth.

Change is about asking people to follow you into the unknown. If there isn’t trust, no one is going with you. Research by Donald L. Ferrin and Kurt T. Dirks showed that the greater the uncertainty the greater the impact of trust on outcomes and results. To lead change, the table stakes are that you’re credible and reliable.

In addition to the vision, great change leaders hold up examples of people who are igniting change within the organisation. That same COO led a two-day offsite session for the 300 people who made up the new division. He shared success stories — including the highest score in the company’s recent engagement survey, wins that occurred with customers and individuals who embodied the vision — and engaged everyone there in conversations about how to continue to adapt and change the organisation to deliver the customer experience. The energy in the session was palpable.

Talking and sharing examples every chance you get, from the most casual conversations to the largest events, builds belief, confidence and engagement.

Focus on building trust, the bed-rock of alignment, engagement, and high performance. According to Edelman’s Trust Barometer for 2013, one of the largest studies of its kind, only 18% of people trust their business leaders to tell the truth.

Change is about asking people to follow you into the unknown. If there isn’t trust, no one is going with you. Research by Donald L. Ferrin and Kurt T. Dirks showed that the greater the uncertainty the greater the impact of trust on outcomes and results. To lead change, the table stakes are that you’re credible and reliable.

To be a great change leader, connect with people authentically and be real with them about what change means and how it happens.

Be comfortable with the discomfort of change but work to increase others’ comfort with it. When change gets bumpy or goes badly, it can be frustrating and scary. Change leaders know that not everyone will experience the same emotions — that, across the organisation, the emotions will run the gamut. Don’t allow it to become the elephant in the room. Notice it, steer into it, leverage it, and maybe even embrace it.

Always create a ‘listening zone’ – a session focused on open discussion about the current changes — how are they going, how are people feeling about them, and what can be adapted to address negative emotions and accelerate change. Even small change puts us into the change curve (Kubler-Ross) either consciously or unconsciously – it is a skill to recognise this in ourselves and others. It’s this emotional element that often blocks the pace of change – where the resistance exists.

So, a change leader’s emotional intelligence and resilience are a vital aspect of their capability.

Finally, great change leaders know that change is not an event. It’s a dynamic that ebbs and flows but never goes away. Sometimes it’s large; sometimes it’s small. It’s a continual part of life in the organisation.

Above all else, change leaders hate the status quo. But, they don’t just change for change’s sake. They change to take advantage of opportunities and stay ahead of the competition. If you want to stay ahead, assess your mindset.

Take a step back and look at your attitude towards change.

Are you trying to constrain change or make it contagious?

Have you done the groundwork to make that happen — creating and communicating a compelling vision, leveraging every conversation, and building trust?

Do you have the change leader’s mindset or the change manager’s mindset?

Do you think it’s possible to develop a change leader’s mindset?

Do you want to?

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Business Saviness

April 26, 2024

Moving to the ‘Great Hire’

The ‘Great Resignation’ to the ‘Great Hire’

The Covid-19 pandemic caused numerous widespread problems for businesses, governments, and individuals alike. Regarding business specifically, the pandemic triggered significant talent shortages globally, with Professor Anthony Klotz referring to this phenomenon as the Great Resignation to describe this. Statistically speaking, it is estimated that 77% of Gen Z-ers, 63% of Millennials, and 33% of baby boomers are planning to change jobs within the next year.

This has increased employee turnover and the fluidity of the job market with a Korn Ferry study showing that 55% of professionals believe this will continue to grow in 2022. Resultantly, 50% of CEOs globally have cited talent recruitment as one of their most critical employee focuses.

The power of an effective workforce within an organisation should not be underestimated. It is well documented both in academia and reality that employees are a resource capable of sustaining a competitive advantage with a positive relationship between this and firm performance.

The Great Resignation has had several practical implications. Firstly, and unsurprisingly this has increased the importance of organsiations having efficient and effective recruitment processes. As so many more people are leaving organisations, companies need systems in place able to cope with the increased pressure on them.

A perhaps more unexpected result of these higher levels of employee turnover, however, is the mindset shift that has taken place transforming the market from being dominated by employers demands to the employees. This means organisations are actively improving candidate experience and engagement during the recruitment process to increase recruiting success.

Having said all of this, the Definitive Guide to Talent Acquisition research found that only 15% of companies were attracting and retaining candidates well.

Is your organisation within this 15%? Or are you struggling like the majority?

The transformation from the ‘Great Resignation to ‘The Great Hire’ is the phase we are moving into and those organisations who can make the transition quickly will give themselves a chance to recruit the best talent.

It is simple, to hire the best people, you need the best recruitment systems, strategies, and synergy between candidates and culture.

When you have achieved this, be sure to live up to the candidate’s expectations or they will become another statistic and the costly resignation cycle starts again.

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Change Management

April 26, 2024

Why do organisations fail at change?

According to John Kotter, 70%-85% of all projects and programs that require people to adapt to new ways fail. Once an organisation makes a change, many organisations boomerang back to what the business used to be.

There could be numerous reasons for the failure; however, the most pivotal ones are the lack of senior team alignment, communication, poor implementation and no change management capability. The leadership requirements of leading a transformation differ from a generic senior leadership role. Business transformations are effectively remodelling and maintaining the new model, which many senior leaders do not have the experience and practical skills to deliver.

Why do organisations fail at change?

Leadership is arguably the most frequent reason why organisational change fails. Most problems within a given change programme are solved, caused or prevented by the skill of the change leaders in charge. However, leaders are not trained effectively to be skilful change leaders; change leadership development is lacking and must become prioritised. Leaders cannot operate change programmes like they run their organisations as they are too different.

However, leaders deserve support, knowledge, and encouragement to implement change. Once leaders have the training they need to be successful, they can implement the mechanisms to help embed new habits that will become consistent and widespread.

Are your leaders equipped to change your organisation?

If they are not, arrange a call with us. We can ensure your leaders are ready for tomorrow’s changes.

 

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Customer Experience

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Mindset Indicator Monitor™

Identifying an organisation's openness to change in 4.5 minutes, the Indicator organisation's can make informed, insightful decisions.

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CHAT WITH US

Ignite your organisation's potential with us. Our experienced consultants are ready to help you enhance efficiency, boost growth, and create a thriving workplace culture. With cutting-edge tools like Mindset Indicator Monitor, MiMLaaS, and Johari360, we offer tailored solutions to meet your unique needs. Whether you're looking to improve employee engagement, streamline operations, or develop leadership skills, we're here to support you every step of the way. Don't wait—reach out today and discover how we can transform your business. Chat with us now and start your journey to success!