Analysis and Evaluation – decisions on a more informed basis

When instinct is not enough

Many leadership decisions are made from experience, instinct and individual stories. That can be necessary — but when an organisation needs to develop, a more systematic picture of reality helps.

We work with analysis, interviews, surveys, baselines, follow-up and evaluations as decision support for leadership, organisation and business.

What we can examine

• Leadership behaviour, collaboration and organisational capability.
• Customer loyalty, customer value and perceived quality.
• The effect of a leadership, team or development programme.
• Baseline before an intervention and follow-up after implementation.
• Themes from the Leadership Execution Index where relevant as a frame.

Methods follow the decision

Some assignments call for short interviews. Others call for a survey, a customer-loyalty study, observations or a combination. We choose the method from the decision the analysis has to support — not the other way around.

From measurement to development

1. 1QuestionWe clarify which decision the analysis should improve.
2. 2DataWe choose interviews, survey, observation, customer dialogue or existing data according to the task.
3. 3PictureThe findings are gathered into a clear picture of patterns, dilemmas and options for action.
4. 4ActionThe analysis is translated into development: leadership behaviour, priorities, programmes, workshops or follow-up.