Implementation Overview

The implementation of the syncplexity model for prestige-based sustainable competitiveness is carried out through a two-stage process, which has been specifically designed to efficiently reach the major contributions of this standard.

The two steps of the sequence are:

1. Preliminary Seminar – Introduction to the key concepts of prestige-based competitiveness.

2. Tree of Prosperity Deployment of the methods and tools to reach the model outcomes.


Preliminary Seminar


The first stage of the syncplexity implementation process (SPX IP), which is developed through a two-day seminar, is focused on the understanding of the pillars of the model for prestige-based sustainable competitiveness.

The dynamics of this workshop, whose duration and contents may vary according to the particularities of the attendees, consists of providing a global perspective of the essential factors of syncplexity and its major contributions to a business’ competitiveness.

Some of the topics commonly addressed are:

  • Sustainable Competitiveness
    Why sustainability? Why a competitiveness based on prestige?
     
  • Results Essentials
    The fundamental process to achieve results.
    Focus on the primary result. What should it be? Why?
    Fundamental variables.
     
  • Added Value
    Characteristics of the added value for hyper-competitive contexts.
    Dynamics of the process to reach it.
     
  • Emotional Bonds & Perceptive Selling
    What are them? What is their genuine relevance?
    Dynamics of the process to create them.
     

Customization

The Preliminary Seminar has to offer the appropriate transfer of added value to the participants. Therefore, to ensure a successful deployment, it is necessary to customize its contents according to the specific expectations and executiveness profile of the involved people.

The personal expectations are the outcomes they want to obtain from the event. The personal profile analysis of executiveness is based on the Comprehensive Profile of Executiveness method, which deploys the subject element of the influencing-by-example process.
 

Seminar closing

The seminar concludes with a reflection on the matters dealt with, followed by a decision on how to proceed if applicable.

Recommended reading: Preliminary Complex Realities.


Tree of Prosperity

The Tree of Prosperity[1] is the process stage whose outcome is to implement the syncplexity model for prestige-based sustainable competitiveness on a productive manner.

Similar to the Preliminary Seminar, this phase is also tailored according to the expectations and profile of the people involved in it.

Implementation programs

The implementation of syncplexity is carried out by means of specific, customized programs focused on the results needed at any particular time. These implementation programs are based on the four core subjects of the competitiveness model below outlined.

Synchrony

As in every tree, “roots” are the very foundations of the syncplexity Implementation Process (SPX IP).

The Synchrony program is intended to materialize a sound basis for the business, which is shaped by: (1) A decision-making process centered on results, which includes the corporate strategy. (2) A productive balance. (3) An innovative flow of activities. (4) Partnership.  

Executiveness

The block of Executiveness is the core subject or “sap” of the process, whose most relevant feature is the set of behaviors that have to be adopted to reach the needed level of competitiveness.

Purposeful Identity

The Purposeful Identity program gives shape to the “trunk and branches” of the Tree of Prosperity, which are the business lines and products.

On a basis of excellence, the products that are designed as an expression of the purpose of life are the carriers of a multi-faceted added value that is sufficient to thrive in hyper-competitive markets.

Perceptive Selling

The most appreciated trees are those that bear more fruit. Hence, the Perceptive Selling program is the one deployed to increase the ability to sell in hyper-competition environments.

 Recommended reading: Complex Realities - The sustainable competitiveness prestige-based (Spanish).

Scenarios

The duration of this stage of the SPX IP depends as much on the profile of executiveness-expectations as on the reality of the market in which the process of implementation will be deployed. In any case, the standard work process is divided into four scenarios, each of which has a three-month duration.

The usual outcomes of these scenarios are:

  1. First scenario – The foundations of the new model of sustainable competitiveness are set out. The senior management will have a clear perception of the transformation.
  2. Second scenario – The company’s customers start perceiving the positive change.
  3. Third scenario – Sales capacity improves sharply.
  4. Fourth scenario – The capability of thriving in hyper-competitive markets as well as selling 3 times above average is consolidated.

Further scenarios can be deployed to reach specific levels of competitiveness.

Involvement

Who, when, and how are determinants for reaching the proposed goals.

Leading by example The achievement of results far above average, which is the case of the syncplexity implementation process (SPX IP), requires a total commitment from senior management; but most especially, from the organization’s leader. That accountability will be expressed through the exemplarity on the fundamentals of prestige and the involvement in the programs implemented to deploy them.

The first program of the implementation process will be addressed to the leader of the company to ensure the sufficient understanding of the robust leadership required to deploy a competitiveness model based on prestige.

Besides the senior leadership, middle management also has to be an example of the new practices that they are intended to deploy and actively participate in the correspondent programs.

Decision-making processIn any case, the need for revising the organization’s structure and its dynamics have to be considered as quite certain, taking into account their decisive impact on results. Therefore, the decision-making process at the highest level has to be synchronized with the programs’ contents.

 


[1] The Tree of Prosperity is also the name given to the methodology that is used to deploy the corporate strategy.