Author: Kontextit

We pride ourselves in the development and introduction to market of the World’s 1st Breakthrough Quantification Technologies that enable companies to become objective regarding the strength and quality of various aspects of the business, e.g.: Strategy Organizational positioning, setup and structure design Teams People. Strength and quality of the above have been difficult to measure and were mostly done based on judgement. This then was leveraged in the hope that it will contribute to the company’s bottom line. This is all changing as quantification of strength and quality now enables well considered calculated decisions. Quantification, as a result of its robustness, has become a keystone permeating everything we do from strategy, to organization structure, job design, people and teak assessment and alignment, new systems e.g. Job Evaluation and Remuneration (a breakthrough new world approach), Talent and Succession Management and more. We have exposure to various industrial sectors: Extraction (mining); Finance (banking and insurance); Research; Media; Agriculture; Energy; Communications and others and have worked in various countries e.g. Africa – Ghana, Zimbabwe, Botswana, Namibia, Swaziland; South America – Peru, Brazil, Chili; North America – USA, Canada; Australia; UK. Through our technologies, based on Quantifiable delivery, we are leaders in enabling organizations to become self-sustainable value generating organizations, empowering its people for success and enable organizations, through its success, to play its vital role in the prosperity of communities and the economies of the future.

SABPP awarded KontextIt’s OD & HR measurement technologies and processes with Prestigious Award

Recently KontextIt’s processes and technology won the prestigious award – SABPP Standards Best Consulting Product (Technology) for 2015/16 – from the South African Board of People Practices.  The SABPP also endorsed KontextIt’s processes and technologies as enhancing the standards of the OD and HR professions.  This recognises the significant value the approach brings to companies as well as the OD and HR professions.  Bringing objective measurement into these professions rings in a new era of value generation to the core business from these professions.

 

We want to thank our clients, supporters and those that encouraged us to continue our research and development into this objective way of measuring the value contributions of Organisation Development and Human Resources to organisations. We remain committed to continue the expansion of the framework and methodologies thereby adding value to companies and their people.

 

Contact us for more information should you want to know more about the product and other developments.

SABPP Award

 

OD/HR Dashboard – Mathematically Measurable Delivery-fitness

Core business factors, in the OD and HR space, can be objectively measured in numbers and percentages and visibly displayed for Executive decision-making.  The findings these numbers and percentages represent are of critical relevance to the bottom-line delivery of the organisation.  OD/HR can with confidence have a presence and make a convincing value contribution at Executive levels to the organisation.

Read article on Linkedin and contact us for more information.

http://www.linkedin.com/pulse/dashboard-organisation-development-od-hr-pieter?trk=prof-post

Dashboard for Organisation Development (OD) and HR

Core business factors, in the OD and HR space, can be objectively measured in numbers and percentages and visibly displayed for Executive decision-making.  The findings these numbers and percentages represent are of critical relevance to the bottom-line delivery of the organisation.  OD/HR can with confidence have a presence and make a convincing value contribution at Executive levels to the organisation.  Contact for more information.OD dashboard exampleColour coding thresholds

Delivery based job grading and pay

Job grading systems have not evolved much since the Middle Age’s hierarchical view of the world. A significant number of current grading systems are built around maintaining the hierarchy and not focusing on value delivery required.  The new world of work requires a different approach to grading.  A system that differentiates work on value delivery, equalizes the management/specialist debate while maintaining the integrity of the organisation’s delivery focused structure. No inflating of roles for pay.  No inclusion of factors that has nothing to do with value generation.  A system built around delivery that can also be used for Organisation Development to refine roles and structures for delivery.  See article in this regard.New-era-Grading-and-Pay

Delivery-Fit Organisations Quantified

Measuring the Strength and Quality of company strategy, structure, teams and people is key to determining appropriateness, strength and quality in value delivery capacity of the organisation. Based on globally accepted and recognized characteristics of strategy and work, the necessary shaping and alignment work can then be done for advancing value creation and delivery at critically reduced cost of change. These changes, affected by people inside the organisation, through value delivery based roles, then drives maximum and measurable value generation.

Organisation Delivery Fitness through measuring Key Drivers of Organisational Success

Measuring the Strength and Quality of company strategy, structure, teams and people is key to determining appropriateness, strength and quality in value delivery capacity of the organisation. Based on globally accepted and recognized characteristics of strategy and work, the necessary shaping and alignment work can then be done for advancing value creation and delivery at critically reduced cost of change. These changes, affected by people inside the organisation, through value delivery based roles, then drives maximum and measurable value generation.

Redefining Cost-effective Measurable Organisation Development

Organisations can only be successful if the right kind, strength and quality of delivery, at all levels in the organisation, gets focused upon by the right people, and their potential of adding value is unshackled from traditional organisational constraints to add the maximum value they potentially can.  New, delivery based, organisations need individuals who know their expected end-state value delivery.  They also need the full scope of freedom and accountability, within a framework of organisational values, to achieve the maximum end-state value they are capable of.  This should be and can objectively be measured.  How will this contribute to organisational delivery and success?

See attached article:   redefining-cost-effective-OD