7th Floor Clinix Building 56 von Wielliegh Street Johannesburg
+27 82 290 2188
Business Education Design
All of the business programmes have proven to be of value to government and government agencies


1 and 2 Days
Main Outcomes
Capacity to feed strategic insights upwards and manage staff downwards to maximize value creation. Use of business and management tools
Target Participants
Managers, senior management and executives

Classic 10

BUSINESS – Classic 10 – Day 1

  • Insight into and the skills and confidence to use business and management tools in analysis and opportunity identification and assessment
  • Structured systematic team-based decision making
  • Measurement and analysis of financial results

BUSINESS – Classic 10 – Day 2

Day 2 involves managers in teams revisiting each of the theories and applying them to the realities of their industry, company and function:

  • Analysis and identification of strategic opportunities
  • Analysis and Drivers and Constraints in realizing these opportunities
  • Developing plans of action to give effect to the strategic opportunities
Customized applications
  • Finance for non-financial managers
  • Human Resource Business Partners
  • Participants in teams face business challenges
  • Using business and management tools teams identify information required and frame and ask questions of suppliers, customers, investors, government etc. to obtain it
  • Using information obtained teams make decisions and implement them
  • Outcomes are measured – Income Statement, Cash Flow and Balance Sheets are constructed
  • Outcomes are reflected on
  • The scenario is an increasingly complex one with rising levels of confidence to manage this complexity
  • Teamwork becomes increasingly effective as leadership emerges and decision making becomes more structured and systematic.
10 Classic Tools …    and Their value to managers
Blake’s matrix The ability to use a structured and systematic tool for effective business decision-making
The Profit Triangle Understand the behaviour of margins, volumes and expenses and identify where opportunities for profit maximization lie.
Demand and Supply Understand the forces that determine pricing dynamics and identify where the most profitable markets lie.
Porter’s Sub-sector Analysis Understand what forces make an industry attractive or unattractive and develop insights into how to manage Porter’s Five Forces for improved profitability.
Product Life Cycle Understand the behaviour of products and markets over time and how to optimize the management of products in different stages of its life cycle.
Four P’s of marketing Understand the classic dimensions of marketing and how to integrate them for optimal performance.
Market Segmentation Understand the nature and behaviour of markets and how to target the most profitable.
Product Differentiation Understand the different dimensions of product from a customer perspective, to be able to differentiate your products from your competitors’.
Valency Understand the fundamentals of human behaviour and motivation to better manage the expectations of staff and customers.
Value Chain Analysis Understand the system’s model of adding value in business to enable you to identify critical value-adding and value-reducing variables and manage these for optimal profitability.
Full Day
Main Outcomes
Improvement orientations and skills
Target Participants
Supervisors and managers

Continuous Improvement

BUSINESS – continuous improvement

  • Need for and methods of Continuous Improvement (CI)
  • Identification and analysis of opportunities for CI)
  • Philosophy and methods of Value-Based Management to identify and assess opportunities to enhance value creation
  • In teams, the focus of improvement is identified – what will give the biggest “bang for the buck
  • Targets are set
  • Decisions are made on the:
    • Utilization of staff
    • Management of time
    • Acquisition and use of physical resources
    • Information to be obtained and how used
    • Processes that will be used
  • Outcomes are measured and compared to targets and other teams
  • Reflection on underlying reasons for outcomes
  • Outcomes are reflected on
  • Process is repeated 3 times with increasing level of skill in planning, execution and teamwork
  • Identification of focus for own department and how it can best be achieved

continuous improvement – full day

The second half of the day builds on the simulation by addressing

  • Introduction to the principles and practice of Value-Based Management
  • Drivers and Constraints to Value Maximization
  • Controllable and uncontrollable variables
  • Maximizing value through identification and assessment of opportunities to maximize value
  • Identification of actual opportunities to maximize value of Drivers and minimize impact of Constraints – that are controllable
Full Day
Main Outcomes
Willingness and ability to add greater value to work done
Target Participants
Managers and staff at all levels

Team business


  • How value is created and maximized in a business
  • Developing a competitive advantage
  • Identification and assessment of opportunities to enhance value creation across the value-chain
  • Team of participants make increasingly complex decisions, execute them and measure and reflect on the outcomes
  • Teams become increasingly competent and confident in responding to opportunities and challenges
  • Work done is recast into the creation of value that must be maximized
  • The Value Chain of successful businesses are analyzed and opportunities identified and assessed
  • Participants describe the Value Chain of their own business unit and identify and assess opportunities to increase value created
  • On request, the participants can be required to develop an Action Plan to increase value in their own work and present it to their superior
  • Value Chain
  • Profit triangle
  • Effective teams including role-allocation and leadership
  • Income Statements
  • Graphing performance
4 sessions of 1 hour
Main Outcomes
Enhanced business unit performance
Target Participants
Managers and staff at all levels

Performance Management


  • Enhancing of existing performance management systems
  • Identification of strategic performance opportunities

The management of performance in an organization is often problematic in that:

  • The process often provides an opportunity for problems between silos and levels to come to a head. Your own performance is often dependent on levels above and below you as well as your internal suppliers and customers and if these are not being well managed then you cannot perform well
  • Performance is an ongoing daily process and it makes little sense to manage it annually
  • Superiors are sometimes afraid of their subordinates and so do not do an objective appraisal
  • There is seldom a clearly defined link between the organization’s strategy and what is being measured.
  • Some organizations do not have accurate and reliable measures of outcomes on which to make an appraisal of performance
  • Behaviors are often directed to the achievement of KPI’s rather than the creation of value

As a result management and staff often go through the motions to get it out of the way as quickly and painlessly as possible.

The method below is directed to getting an existing system to work better and add value to both the individual and the organization.

The method is a phased incremental one of co-creation in which the entire organization develops the system and implements it.

Phase 1   Opportunities for Performance
  • In groups of 20 in vertical and horizontal teams, the entire organization develops opportunities to enhance effectiveness. The 2 hour Force Field process is used to discover what will make this organization a happier place.
  • This is not only a powerful process of getting levels and silos to engage in a goal-directed way but will always produce strategic and operational opportunities which have been co-created and so are quickly
  • Critical Success Factors to enhance performance are identified and used in the next phase
  • In a 1 hour, one-on-one process superiors rate the productivity of their team members and how they can be enhanced
  • Superiors then rate the performance of their business unit and define how it is measured
  • 2 or 3 additional measures (flowing out of the first phase and the strategy of the organization) are provided and performance defined
  • It becomes self-evident that the individual and collective performance of the team determines the performance of the business unit
  • The measures are initially subjective but become more rational and scientific as the process continues
  • More opportunities to enhance performance emerge and are implemented
  • The superior and team then workshop for 1 hour.
  • The team takes a view on the overall performance measures identified and these are discussed with the superior
  • The team and superior use the Value Chain to identify what they are best at and then what they can do better
    • Suppliers and their management
    • Processes
    • Inputs – the cost and value
    • Outputs – cost and value
    • Customers – how engaged
  • A tool is provided to facilitate specific opportunities and priorities for action
  • At this stage you have
    • A clear definition of how performance can be enhanced and a growing consensus that it is in everyone’s interest that this happens
    • Increasing levels of measurement
    • Collaborative action (within teams and between silo’s and levels) to identify opportunities and implement them
  • The existing Performance Management System becomes one of the tools to enhance performance
  • Specific interventions to further enhance performance will have emerged. This would include the clear identification of training and development needs.
  • The organization will be more effective and it is logical that the rewards are shared by those who have created the value
  • The method works because there is ongoing participation from those who implement the opportunities to improve
  • Engagement within teams and between silo’s and levels will always solve problems and maximize value-creation
  • Good ideas will often be found at lower levels in the organization and these are seldom harvested
  • Capacity is created within the organization to implement this. This reduces cost and develops a powerful set of agents for change.
  • The programme is implemented by Value Facilitators who are recruited and trained to deliver the programme.
  • These Value Facilitators perform this function in addition to their other tasks and are motivated by the personal satisfaction and career enhancement
  • There is also the need for administrative capacity to organize meetings, workshops, venues etc.
  • It is only necessary to commit to the next phase of the completion of the previous one
  • It is more effective to complete all 4 phases within 3 months. This increases the number of Value Facilitators that are needed to be trained and deployed.
3 Hours - Consecutive or spread over time
Main Outcomes
1. Ability to manage assumptions
Target Participants
Managers and supervisors

Effective Decisions


  • Ability to manage assumptions, risks and critical success factors in the making of decisions
  • Working more effectively with others
  • Structured systematic thinking
  • Measuring outcomes
  • Underlying principles presented
  • Evolving Case Studies in which limited information is provided, team s identify questions for which answers are provided, further questions identified asked and answered and solutions developed and presented
90 to 120 minutes
Main Outcomes
Analysis of issue and identification and assessment of opportunities to address it
Target Participants
Managers and staff at all levels

Force Field


  • Analysis of issue and identification and assessment of opportunities to address it
  • Strategic opportunities
  • Enhanced relationships between levels and silo’s
  • Force Field is a structured and systematic 2-hour process that analyses a critical
  • Business or management issue and develops and assesses opportunities to address it.  The outcome is an agreed way forward with a high probability of implementation. The method is also a useful management tool to increase participation and commitment in decision making.

In many organizations management and staff

  • Often have a negative view of the world
  • Are resistant to any change
  • Are territorial and protective of turf

The Force Field process works because:

  • It is highly structured and systematic
  • Is a purely facilitated process – nothing is imposed
  • Is based on substantial theory – Knowledge Integration which is shared with the participants at the end of the session.
  • There is an increasing want to discover and assess a better way forward
  • Deep down people want to engage with others in a constructive and mutually beneficial way
  • Is very different to anything experienced before – there is a surprise factor

As such it

  • Has an opportunity rather than problem orientation
  • Is energizing
  • Enhances relationships between silo’s