RADAR - Your free starter kit

This starter kit delivers the preparatory steps for the six week program that will soon be open for applications.

Tony has several decades of experience in guiding growth in sectors from banking to bio science and building, from family business to multinationals and public sector organisations.

The RADAR planning process is for organisations, not-for-profits, hospitals, schools…. and has worked every time it was used.

The three module starter kit may be all that you need to make a substantial start and/or to confirm that RADAR is a good fit for your organisation.

The cost of the six week program is USD$1600 and an eligibility form must be completed prior to enrolling.

The FREE 3 Module Starter Kit

Module #1 - Why?

This step dives deep into the reason and rationale which founded your organisation. It should be taken with your planning partner, the person in whom you have absolute trust.

The ideal planning partner will have a long history with the enterprise, multi-sector experience and the wisdom that comes from that. Your Chairperson might be a good choice.

With your planning partner on board, plan a break from the office for a week end in a pleasant setting; a farm stay or country retreat, anywhere close to nature but always away from the office.

In this relaxed environment, reflect on the beginnings of the enterprise; whether it was last week or last century is not important. Reflect on what was the rationale behind the beginning, what kind of culture followed with the founding team? Make notes as you go but do not over formalise your exchanges.

Accept that some of the founding ideas might be simply out of date, not ‘fit-for-purpose’ in the current market.

By the end of the weekend you will have:

- reviewed all legacy issues as to their relevance in the current environment

- glimpsed what might be different, what could be better, what might be possible

- perhaps you have also strengthened your connection with your planning partner.

This is the ideal time to begin thinking about the 3, 5 or 7 members of your planning team.

What you have achieved with this vital first module, is a view of the framework of the ‘universe’ for your organisation as it is, with maybe a glimpse of how it might be expanded.

Congratulations! You are about to enter new territory, unexplored by many and full of substantial possibilities.

Module #2 - Who?

This step begins to identify the team that is best suited to leading and guiding positive, measurable change. The team of 3 , 5 or 7 should:

- include key stake holders,

- represent multiple levels of the organisation,

- be gender balanced, and wherever possible

- be multi cultural .

This team should not include the CEO, but may include the CFO or accountant. Optimally the team will include a trusted and worthy figure from outside the organisation.

The rational for these suggestions is the need for free thinking unrestricted by organisational structure, and to capture the widest possible views going forward.

Module #3 - Engage the planning team.

Module 3 engages the planning team in confronting and reconciling two pieces of management thinking;

“Plans are nothing and planning is everything.” (Coined in the conflict of war to recognise the daily changes to the battles raging on many fronts and the consequent necessity for updates to battle plans.)

“Can’t measure, can’t manage.” This statement states the obvious that in battle (or the marketplace) milestones are needed to confirm progress is being made; territory gained (or lost) in battle, market share, or a myriad of other metrics for the organisation.

Here, the planning team goes to work (where possible in a pleasant setting away from the office). The job in hand is to compile five year - or or even ten year projections - of the balance sheet and profit and loss documents. If they already exist, these projections need to be revisited, recognising that every single line in both documents is an opportunity for positive change.

Two guidelines might be useful. Firstly, over the term of the plan there is no such thing as a fixed cost, no overhead that should not be challenged, and secondly “fortune favours the brave and bold.” This process you have undertaken will help you achieve aggressive growth. Do not be constrained by what has been achieved so far, and do not be constrained by what might appear in the now as insurmountable challenges. There is always a solution.

RADAR - A new definition of leadership

  • Radical clarity of purpose

    Anchor your leadership in a vision that’s both meaningful and motivating. Lead with Purpose. Lead with Power.

  • Authentic connection with your people

    Empower your team to bring their full potential to the table.

  • Dynamic engagement with your marketplace

    Stay responsive to the needs and aspirations of those you serve, locally and globally.