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PROBLEM
SOLVING

BY INIVITATION ONLY
....

HACKING GROWTH TO CREATE LONG TERM VALUE
T
FA has over two decades of experience in complex problem-solving. Our action-focused approach has been applied to international corporates, family businesses & scale-ups. We design modular sprints to create customer growth in a very agile and participatory way.

 

Our facilitators always embrace the full complexity by stepping ínto a wicked situation with all stakeholders involved, using a blend of scenario thinking and product & service design.

 

The core of our approach is a systems thinking approach to align purpose, strategy, teams, stakeholders, products, services, values and society at large.  Isn't that a bit too much? Yes and no!

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LEARN MORE ABOUT THE

SCALING CURVE

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In all projects we use this project-wheel from idea to implementation and scaling.

A MODULAR APPROACH TO SET YOURSELF UP FOR SUCCESS
These large-scale transitions are indeed too big to grasp and easily fail, since changing ‘the organization’ is often impacting the operating as well as the business model. On both a structural as well as a social level. 

 

This requires a dual approach. On one hand to develop an organizational design that can rapidly reproduce learnings ánd on the other hand find the right level of intervention to leverage success.

 

We therefor select an exemplary projects that have enough roots for the organization to truly care and enough potential to lead by example. A complex project with the ability to engage and influence the organization and its future value.

OUR APPROACH
SCENARIO + AGILE + DESIGN

Anker 1

Creating true future value requires being of genuine relevance to the (future) user. Our approach is very much goal-oriented: achieving customer success. All our projects have a transformative aspect to them, finding a third way how to fit the operating model and/or business model to changing circumstances.

 

Designing for growth in a tough setting can feel like being inside a tornado. Oversight is hard to get, yet continuously shifting perspectives will create insights that provide us with clarity on; What is our vision forward? What is our next best action?

In short rapid response sprints, our facilitators will guide your team through the complexity curve, especially through the messy middle where everything old and new seems to create conflict and friction. This groan zone is where high-impact teams ánd services are shaped. Trust the process. 

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START FROM SOLVED STATE

'You need to see the difference to make a difference' is part of our mantra. Therefore we always start from a new perspective by first envisioning the solved state and work our way backwards to better understand the 'problem' situation, hurdles ánd to see new alternatives and opportunities.

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Dream        What is the quest behind the question? Why does this development really matter?

Discover    What has been put in place to make this happen? How to make it work?

Design       Doing things right or doing the right things? What is the right direction?

Do             What are the smallest steps with the biggest results? Where to kickstart the change?

Dare          What do we need to grasp and/or let go to get moving? Who do we need to engage?

HACKING GROWTH

Our focus is on creating long-term value by focusing on customer development. The key question is: 'In what way is our service helping our customer become ...?' To discover the true value - our job to be done - we first need to understand the user perspective better.

 

This requires involving all stakeholders, working with a transdisciplinary team, and iterating between divergence (open to more options) and convergence (select a direction to test & validate).

 

This process is designed in one or more sprints to rapidly find leverage points that can make the change happen. To hack this product-market fit, we use five steps in our sprint.

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IMPACT DRIVEN

In our strive to create both output (tangible) as well as outcome (value), we continuously focus on the triple loop: Are we doing things right? Are we doing the right things? What is right in this setting? In this way, we can guarantee a good solution-market fit and the future readiness of the developed service. This includes a working model and a team with the right capacities to independently continue development.

RECENT PROJECTS

SOME RECENT PROJECTS

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We organize sessions and develop programs for change using a combination of scenario- & service design thinking.


All of our assignments have an extreme customer development focus and involve strategic projects. This often implies a high level of uncertainty and complexity and a need to lead-by example.

 

In short, it is as much about solving the challenge as well as developing a way how to solve more of these challenges. 

Design of online health service
Design of online health service

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How to reach a new generation for pensionfunds
How to reach a new generation for pensionfunds

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Cocreative partnerships in development
Cocreative partnerships in development

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Design of online health service
Design of online health service

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CRACKING THE CODE, TOGETHER

Our facilitators will design a program and/or sessions and guide the team through the change process. Continuously they will ask; 'What is the smallest step that will get us the biggest result?'. Always looking from the future, the solved state as we like to call it, back to what we perceive as the problem now. This reverse engineering will help us to identify inhibitors ánd possible accelerators. This triple-loop approach enables us to choose what is the right thing to do; What is our next best action?

Such a critical or speculative design approach is used both from a top-down ánd bottom-up perspective. Top-down in the sense that projects all need to achieve a goal, move toward a vision, have a strategic contribution, stimulate dialogue, and make a positive impact. Bottom-up is about engagement, learning by doing, pragmatic, in action, prototyping, continuous experimentation, finding our way and then scaling up.

 

In this way, our program or the strategic plan is not just a metric, idea, or booklet moreover, the strategy will be more of an experience, a code or language in the organization to set direction, lead by example, guide change, and functions as a compass to navigate the future.

CRACKING CODE

SKILL-UP WHILE SOLVING PROBLEMS

ENHANCE WAYS OF THINKING LEARNING, WORKING & LIVING IN A MORE DIGITAL & SUSTAINABLE WORLD

Our jobs and roles change as new ones emerge. The discrepancy between the skills that people have and those needed for the jobs-to-be-done in a digital and sustainable world is one of the most common challenges of our time. Organisations will need to embrace life-long-learning to enable people to develop to a higher level with new capabilities. These 21-ready skills  include critical thinking, creativity, problem solving, metacognition, collaboration, communication, self-organization and citizenship. And that also includes more future- and digital literacies.
 

  • We train new skills & tools while solving problems

  • Team members can add more specific learning tracks

  • All tools include train-the-trainer videos & facilitator notes

  • Training ón the job & ín the process boosts
    relevance and thus motivation

SKILL UP
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