Stretch people - not just the tech.

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People

Ahead are monumental challenges for organisations and the people within them.  In the midst of a total rework of traditional notions - where we work, how we work, talent and capabilities we bring to that work.

While transformation might be the new normal; first and foremost, it's a human endeavour.  

Address workforce transitions; train and prepare teams for the new world of work

Capacity to combine and connect know-how, competencies and networks - but it is the synthesising of these, where the real innovation possibilities lie.  People can be far more creative, innovative and inquisitive, if organisations create the space for them and implement a business strategy for higher functioning human capabilities.

Humans back into the centre of the technology picture

As fully respectful of technology as we are, singular most important thing in any organisation is good people.  Success or failure of the business hinges on strength of individuals working inside it and upon the decisions they make.

Clear agreement for rapid and immediate action - a total rethink and strengthening of the transition, to support workers caught in the cross-hairs of automation.  

​Businesses need to significantly reduce this friction. Coping better with the adjustments and changes in demand for workers from technological disruption.   As a business retools its strategies, re-evaluates talent strategies/ workforce needs and carefully rightsizes- they are considering whether individuals are still needed; and working through their subsequent redeployment elsewhere.  

In the face of the sheer scale of transformation and change - people will naturally push back on this.  Slowing the pace /scope of adoption deliberately, in attempt to preserve the status quo. And this short-term thinking will ultimately limit the success of the entire workforce transition - affecting contributions made by the tech, your people and ultimately impacting on your business'  dynamism and economic growth.

How is your organisation bridging the gap?   Does it have a map of the future?  Dedicating significant resources to motivate, guide and support teams?  Taking a dispassionate look at whether people in the roles today actually have both the skills and support they require to get the job done well?

​Training, preparing workers for a new world of work

The Higher Mix helps businesses to focus on creating value in their businesses.  Helping to figure out the truly important work; what needs to happen there, and by whom (skills to deliver that work).  

​Individuals need to be prepared themselves also to acquire new skills in demand (supported by organisations and learning through this rapidly evolving future of work.)  And they should be pressing "reset" on their own intuition, about the world of work for their own well-being.   ​

​The Higher Mix is focused on activities, experiences, impressions formed and held by your people's behaviours, making visible that which inhibits or discourages them in a workplace.  

​Adopting the power of technology to connect people to their projects in a more revolutionary way - not working as competitive, isolated individuals but as collaborators in a joined world. 

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Strategy pinpoints what and how certain operational strategic elements need to change.  

The Higher Mix supports change efforts with strong business case (rationale) helping organisations and their teams understand the risks.   Researchers, strategic planners and experienced facilitators of group strategy sessions guiding organisations to think strategically, and position creatively for growth and success.  


The Higher Mix develops strategy by first determining the type of strategy required for your business - Operational Excellence/Lower Costs, Product/Service Leadership or Customer-Intimacy.  Strategic targeting, basis of competitive advantage, and the mechanics for how your company expects it will sustain the strategy.

And not forgetting your people, because organisations succeed or fail on strength of those individuals working inside it.  Sound business strategy begins with Vision -  evaluation/analysis of current state, for insights and the arsenal required to execute on this strategy. 

  • Challenge existing workforce training models
  • Better understand likely workforce transitions and the implications.
  • Enhance labour market dynamism
  • Business approaches to skill-building
  • Address general concern about impact of technology on job loss. 
  • Enable worker redeployment
  • Give employees roadmaps on how their jobs will evolve (what they can do to make the transition).
  • Social Systems change
  • Creating context of learning; focus on mid-career job training/retraining
  • Helping people to readapt: invest time into activities that require social and emotional skills, creativity, higher-level cognitive capabilities, other skills that are relatively hard to automate.
  • Clarity on how job markets are shifting: what’s new, valuable skills in demand, how people will be supported by your organisation to transition to  new skills. 
  • Immersive experiences the ignite people’s passion 
  • Humanising data > more customer-centric, team focused, data-orientated.
  • Learning culture -  how to develop one, have your people participating in their own self-learning journeys
  • Leaders sponsoring projects (and the failure);  recognising also, when the time has come to sunset a project
Change Framework The Higher Mix

We know what it takes to put the spark in organisations.   To transition businesses to new ways of working.  Re-position to expect more from your projects and people. Introduce that culture of innovation and learning (fail-fast mindsets.)  

Leveraging resilience, capacity, capabilities of people though technology, systems and their very own inspired performance.  

Achieving a realistic pace with projects and driving leader commitment to necessary change to reach new heights and produce visible, measurable results.