The need

The functions in all but the smallest of organisations are interrelated and interdependent in subtle and complex ways that have to be understood before major issues, problems or initiatives can be tackled. Ignoring this in a drive for simple, quick fix solutions can not only be ineffective but can create new and unexpected problems elsewhere.

Uses and benefits

In developing and honing our business risk capabilities, we have developed graphic modelling techniques that help organisations to:

• See the big picture
• See over, and bypass, organisational boundaries and silos
• Overcome blockages and blind spots caused by taboo and political issues
• Identify and model vital, and often covert, relationships and influences
• Recognise and take account of critical intangibles such as culture, reputation, corporate knowledge, trust and commitment

These models have proved to be immensely effective in pure decision making - particularly relative to strategy, significant change or the identification and evaluation of new directions and opportunities.  They can also be used to plan the progress of a strategy, project or initiative (Corporate route mapping)

Our twin approach

We have developed two distinctly different types of influence model.  Both are created graphically and can incorporate numeric values to reflect factors such as relative importance, strength or quality:

Corporate Influence Modelling

This process models the influences within the entire organisation.  Once completed the master model can be used to pick out the chains of influences that affect, and are affected by, any selected goal, business driver, function, weakness or threat.

Dynamic influence modelling

This process takes one or more of the key elements within an organisation and, by a structured brainstorming process, identifies their relevant influence chains.

Dynamic influence modelling

Corporate influence modelling

For more detail, click on one of the tiles below