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Leadership Fundamentals

Create a path for others to succeed

The obstacles that block a company from reaching strategic and operational goals are numerous and varied. The most common types are initiative overload, the chaos of poorly defined decisions, and persistent and pervasive problems which overburden an organization with the weight of unresolved issues.

Great leaders create a pathway to progress devoid of obstacles which serves as a playbook to shift the company towards a bright future. Building fundamental leadership capabilities around effective issue resolution is essential to ensure the success of an enterprise. Where and how to focus, are key ingredients for future success.

What Diagnostics Is

A growth mindset requires a bias for action

  • The power of prioritization

    Doing what matters most and not succumbing to the tyranny of the urgent is the surest path to success. A comprehensive examination of the landscape combined with a clear-eyed focus on what matters most, is crucial for maximizing organizational performance.

  • Making the subjective as objective as possible when driving decisions

    Strengthen the quality of decision making in the enterprise by creating a value-driven model for reviewing and assessing alternatives. Being explicit about what we want, then sharing and reconciling key objectives with other stakeholders ensures the ability to lock in the best-balanced choice.

  • Proactive Problem Management to drive organization resilience

    Increase resilience of the enterprise through problem control activities that build on root cause analysis exercises and documenting known errors and workarounds. Problems must be prioritized based on the risk they pose in terms of probability and impact to operations. Focus should be directed to problems with the highest risk to stakeholder and customer experience.

  • Tipping the balance from problems to opportunities

    The highest performing organizations are forward-leaning. They are geared towards maximizing the value of the opportunities they create through better prioritization and sharper decisions. An organization focused on problems is spending most of the time recovering from the past.

Pave the path to creating leaders

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When the pressure is on, an organization will be judged by how well all teams pull together. This is often because teams and leaders communicate effectively across departmental silos and time zones when they have structured frameworks to follow when the going gets rough , allowing them to solve critical problems and make crucial decisions with speed and accuracy.


Competency should not be relegated to only top leadership. You want leaders throughout your organization who remove obstacles and inspire people to perform.


Kepner-Tregoe processes are at the heart of every great organization.


Let us show you how

Success Stories


The leadership at an oil and gas company recognized that the company’s rapidly evolving IT infrastructure would likely lead to an increase in higher severity incidences. Should the organization be hit with a number of Priority 1 incidences, the potential business loss could amount to millions.


savings within six months


improvement in the quality of information in escalated incidents


The desktop team was rated Top Quartile by an independent audit body and received the Best Team Award. Best Team within the Group award, based on yearly employee feedback.


increase in tickets closed within ten days


At Yanfeng Automotive Interiors, an intensely competitive business environment challenges the employees every day to deliver superior products for the world’s leading automakers. Automotive interiors components and systems must be manufactured to exacting standards to ensure safety and durability. The quality of the manufacturing process is critical.


ROI delivered


generated per project


Yanfeng Automotive referenced to Kepner-Tregoe’s Problem Solving & Decision Making (PSDM) program. As of October 2017, 85 of the 130+ Yanfeng personnel who had completed the PSDM course during the year had submitted their projects and had been certified. Over 130 tracked-and-closed projects had generated a per-project average of $10,000. Larger projects, such as cost avoidance types, are not included in this total.


Deutsche Bank has more than 78,000 employees, more than 2,700 branches in 70 countries and assets of almost $2 trillion. With teams of problem managers at multiple locations across the globe, the challenge was each siloed group of problem managers was using different root cause analysis (RCA) and incident management tools to address client incidents at a local level—but they couldn’t seem to reduce the number of incidents or the time required to solve them.


reduction in client-facing incidents


reduction in year two


What was discovered was that process training resolved the toughest problem management challenges in a global IT environment. Read full client success story including second global bank success.

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