TLIR Consulting Group

TLIR Keynote Addresses, Presentations and Seminars span multiple dimensions of corporate transformation / business improvement. This page outlines a collection of themes that focus on key aspects that are typically overlooked, ignored or taken for granted whenever change is on the agenda.
 

Each theme on this page is available as a keynote address / podium presentation or multi-day seminar/workshop – outlines of the formats along with notes about costs, customization, travel & lodging expense, etc. can be viewed after the theme outlines.

These themes set the scene for paradigm shifts in how executives, managers and staff envision, plan and execute corporate transformation / business improvement initiatives. The result…Far Better Performance, at Less Cost, with Fewer Delays and with Far Fewer Problems

TLIR observations and views are the product of extensive, long term research which comprises 3,400+ corporate transformation / business improvement projects ranging from $500K up to $17BN+ that span the globe. Supplementing the core research (not included in the tables shown below) are some 2,000 projects of lesser size, scale or import ranging from $50k to $500k. 

The projects comprise every common form of corporate transformation / business improvement that seeks to strengthen, grow, improve , streamline or simply protect the organization through merger, acquisition, partnership, alliance, divestiture, consolidation, outsourcing , information technology, regulatory imperatives, business reengineering, corporate / subsidiary interlock, etc.

The outlines below provide a sense of the key subject matter and the typical value that audiences gain. Included in each outline is a table that provides an indication of the impact of the theme’s primary focal area(s) against projects of varying size (cost). In each table entry is a column heading - Corrective Possibility. This is included as a means to show that taking action to drastically reduce if not entirely eliminate the source of mistakes, miscues and missteps need not be expensive, complex or time consuming!

To learn more about specific theme value propositions, customization/personalization, timeline to delivery, pricing and discount opportunities call (1) 905 484-6274 or send an e-mail to Presentations@TLIRGroup.com.

“Who Hired Pandora?”

An organization is like the Universe...
Some parts are expanding while other parts are contracting…
Some parts are colliding while others are stagnating...
Some parts are created in an instant while others grow slowly, over time...
Some parts disappear in an instant while others gradually fade away... 

Change initiatives; one, several, tens or even hundreds vie for resources, time and attention – concurrently striving to address defensive, offensive, expansion, growth, contraction and improvement pressures. New ideas, new opportunities, new threats fill Pandora’s Box to the brim…

As can be seen from the table below, Vision vs. Reality is one of the more serious types of problems that emanate from opening Pandora’s Box without due care and attention. This session paints a picture of very, very significant opportunities to save time and money, improve quality, prevent mistakes and miscues and realize extreme ROI whenever Pandora’s box is opened…

Anyone who listens to John’s views and observations comes away with the realization that this innovative, ground breaking treatment points the way for very significant improvements in the way that initiatives are envisioned, planned and executed. They come away with the means to…

·          Understand how and why organization dynamics create a warped vision of ‘what will be’.

·          Understand how organizational optics dictates the means by which ‘vision’ will become reality.

·          Understand how and why organizational politics influence the degree of comment or lack thereof when the ‘vision’ is being discussed, explained and assessed.

·          Understand how and why the gap between what has to happen to make the vision reality and the vision itself is usually proportionate to the urgency of the dynamics that created the ‘vision’.

·          Appreciate the effect of ego, power and authority upon those who would otherwise challenge the implications of the ‘vision’.

Corporate Transformation – Who’s on First?

This session examines the effect and impact of multiple, concurrent projects upon the organization and upon other projects, building awareness of the challenges of what is, what will be and what is happening in between!

At any moment in time, every organization will be in the throes of change to a greater or lesser degree. Projects; tens, hundreds even thousands vie for resources, time and attention; concurrently striving to address defensive, offensive, expansion, growth, contraction and improvement pressures – internally generated or externally forced.

The mechanics of projects (how to get to the new state, when and with what resources and with what result) are neither foreign nor impossible BUT the sum effect of multiple projects, conflicting dynamics and obstructive politics impacts both the organization and every project it envisions and executes.

John leads the audience through a unique exercise that propels and compels understanding of the issues associated with multiple projects and why project failure; delays, cost overruns, low quality, user dissatisfaction, dismal ROI, etc, etc, is often a direct outcome of just how many other projects are playing in the same sandbox.

By the end of the session, participants come away with the realization that John's landmark treatment has uncovered aspects of corporate transformation / business improvement that are overlooked, ignored or taken for granted. They come away with the means to…

·          Understand how and why an incorrect project baseline all but guarantee’s failure.

·          Understand how and why an incorrect project baseline is the starting point for most projects.

·          Recognize when an incorrect project baseline is governing thinking about what has to be done, to whom, when, where, with what intended effect and at what cost.

·          Understand the benefits of virtual project baseline thinking and apply it to each and all projects, thereby mitigating the serious impact of incorrect project baseline planning and execution.

The Sum of Change

The Sum of Change presents organizations with many opportunities to improve how the organization improves itself and to enjoy exceptional return in investment. The Sum of Change also presents considerable barriers and obstacles that, unless addressed well and promptly will impede orderly progress toward objectives.

Two inherent elements of the Sum of Change form the focus of this session:

First, the sheer volume and variety of business improvement raises saturation and receptivity issues which, if not handled well can cripple well intentioned initiatives. Although business leaders have the absolute right to demand change; demanding change with little or no regard for the impact upon the organization is not leadership, it is sheer folly.

John explains why receptivity and saturation issues occur and what can be done to minimize such impact without undercutting authority to demand change.  

Second; Reusability is a curious notion. In corporate and government settings, the degree of actual reuse is abysmally low whereas reusability potential is almost always high. This means opportunities to save time and money and improve quality and satisfaction are wilfully ignored due to Ego, Politics, NIMBY attitudes, Control/Power conflicts, etc. or are simply overlooked because no one thought to ask... “If reuse has such strong value propositions, why don’t we reuse more often?”

John pulls apart the notion that each business improvement is new, unique and different. He shows how projects might enjoy lower costs, shorter timelines, higher quality and fewer mistakes.

Anyone who listens to John’s views and observations comes away with the realization that he has shone a light on aspects of aspects of corporate transformation / business improvement that have overlooked, ignored or taken for granted for far too long.

Archaic, Linear Thinking

What was right and proper in the past has become entrenched and accepted as the de facto standard today and, this is not necessarily the best or wisest approach for tomorrow.

Explaining why and how yesterday’s thinking governs the means to make change happen today, what impact this thinking has upon project and organization and what audience members can do about it is the essence of this theme. One of the more severe impacts of yesterday’s thinking on today’s projects is Fixed Project Assumptions. As can be seen in the table, this is not merely a speed bump on the road toward improvement. Corrective Possibility provides a simplified assessment of speed and relative complexity associated with fixing this very prevalent and potentially very damaging misconception.

Archaic, Linear Thinking drives to the very heart of the myriad of misconceptions, miscues and missteps that typically accompany every effort to improve the organization. Those who listen to John’s views and observations comes away with the realization that Archaic, Linear Thinking is the archenemy of effective corporate transformation / business improvement. They come away with the means to…

·          Understand how and why archaic, linear project thinking evolved.

·          Understand why archaic, linear project thinking is not necessarily wise for today’s business.

·          Recognize the signs of initiatives shaped by archaic, linear project thinking.

·          Understand how and why archaic, linear project thinking so often leads to issues, even disaster.