if you want to change your results, you have to change your behaviours

twisted thinking helps organisations get very, very clear on what good looks like and then, to achieve it – every time.

realigning go-to-market dna

An organisations results are the outcomes of its customers behaviour and a reflection of the organisations past execution behaviour. Evidence of customer behaviour is the only measure for determining if you are achieving the right outcomes

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knowing, doing or doing well?

Training may provide employees with the knowledge to do their job. However value is only created when that knowledge is applied. This is a behaviour (competency).  But simply demonstrating a competency isn’t enough.  Champion teams execute the right behaviours and achieve the right outcomes – every time. This is proficiency.

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real, meaningful and measurable change

stop “waiting & chasing” the numbers and start managing the quality of execution.

  1. where are we today?

    using very clear descriptions of demonstrated behaviour and required customer outcomes, f.a.c.t. assessments provide a self & manager view of current execution proficiency. Organisations quickly identify individual, team and organisation wide execution gaps and therefore change & development priorities

  2. how do we improve?

    f.a.c.t. provides front line managers with very clear descriptions of “what does good look like” for each step of the execution process. Removing opinion & interpretation by having a consistent definition of demonstrated behaviours & required outcomes, front line managers have real “how” conversations that drive meaningful change.

  3. how are we performing?

    by capturing empirical data on the proficiency of execution behaviours, f.a.c.t allows organisations to correlate execution proficiency metrics (leading indicators) to CRM/pipeline KPIs (leaning indicators) and results (lagging indicators). Instead of waiting, chasing and hoping for the right result, organisations can determine future results, today

“being so clear on the few execution priorities allowed us to not only get very good at them, but brought a real sense of confidence across the whole organisation.”