top of page

Setting Change Cadences for Success and Significance

Wayfinder: Truths, Tools, and Triumphs to Help Leaders Find Their Way

Part 2: Design Labs to Create a Curious Culture Focused on the Outcomes that Matter

Chapter 5: Set Change Cadences for Success and Significance

Research is formalized curiosity. It is poking and prying with a purpose.  -Zora Neale Hurston

Setser Group has a saying, “We like to work with people who don’t suck.” As we begin a design charette with a new client in Atlanta, Georgia this week, we had the client team take the Predictive Index test before we met in person. The Predictive Index measures behavioral drives (Dominance, Extraversion, Patience, and Formality) as well as cognitive ability. PI assessments help business leaders understand the needs of a specific role, team, project, or business strategy.

You can learn more about the PI individual and team profiles here >>

From Predictive Index

By understanding our individual and team profiles, we can learn a great deal about our individual needs and whys, as well as how we can team together for organizational success in 2024. As we set goals and 90-day metrics for success, we want to be certain we have the right folks on the right seat on the bus for the overall effort as well as on the sub-project teams who will bring about success.

After we get to know each other in our design charette, we typically invoke some tools to drive the what behind our time together. 

Some examples at Setser Group include:

We use our Illuminator GPT Tool to analyze the organization's company overview to populate an initial SWOT analysis as to the current state of the organization. We then work with the team to use a heat mapping approach with green, yellow, and red digital dots as to what Illuminator got right, what needs more tuning on our prompts, and what is off base or a possible hallucination in red. 

This allows us to share our screen with others in the room and provide a digital dot strategy on a Miro board to go deeper into where we actually think the state of the organization is headed into 2024.

For more on Illuminator and how we use it in our work,

After we refine our prompts, we begin to use Illuminator to build a Business Model Canvas response.

We tune the prompt as follows: 

Illuminator, create a business model canvas based on the refined SWOT analysis for the organization. Use these nine essential categories: Customer Segments, Value Proposition, Revenue Streams, Channels, Customer Relationships, Key Activities, Key Resources, Key Partners, and Cost Structure.

After we read Illuminator’s response, we do a Plus/Delta activity to affirm and add changes to our Illuminator tuning on creating the canvas. We then live-create it in a tool called Strategyzer.

Many organizations like our client in Atlanta want to start off the year strong. We have multiple meetings in early January with clients to hatch their next 90-day plans. Part of the deep dive we take in Chapter five of our book is Setting the Change Cadences for Success and Significance for those we serve. 

A few of our clients in current 90-day launch modes include SC TEACHER, Harmony Academy at National University, Cambridge College, Massachusetts Continuing Legal Education Association, SparkNC, and GCFGlobal. Our team spends a lot of time walking clients through creating a charter for 2024 based on Carnegie’s 90-day cycle handbook as well as our free Roadmap for Results in 2024 approach.

bottom of page