BECAUZ Accelerators

A Comprehensive Approach to Change

The BECAUZ Accelerator program utilizes proprietary Processes, Tools and Systems to install transformational change in Leaders, Teams and Organization. This process accelerates change because of our proven processes, dynamic facilitation and an integrated, systemic approach.

How do we maximize our impact as a World Class IT Organization and embrace the challenges presented by global economic and IT events and trends?

Walter PuschnerVP - Worldwide Field ITMicrosoft

How can we create a leadership team to transform our firm?

Mike PongonCOOPoint B

How can we most effectively communicate our Real Estate Repositioning offering to add value for our clients?

Tony StewartVice PresidentMcKinstry

How do we maximize our impact as a World Class IT Organization and embrace the challenges presented by global economic and IT events and trends?

Walter PuschnerVP - Worldwide Field ITMicrosoft

BECAUZ tailors the programs they offer us to closely align to our business needs. Each and every interaction has its own dynamic, and they are able to adjust what they do, live in the moment, to maximize results and value. That kind of adaptability and dynamism is a core skill you don’t often find.

Walter PuschnerVice President, User ExperienceMicrosoft

BECAUZ are savvy social architects who create environments that lead to extraordinary learning and results. With your help, our 80-person extended leadership team has moved from a “command and control” focus to an “inspire and involve” culture, with alignment and ownership embedded into the leadership ecosystem.

Jacky WrightVPMicrosoft SESIT

With BECAUZ we have consistently generated breakthrough results and have been able to align our teams around transformational strategy. We have built an adaptive organization that flourishes in the midst of uncertainty and innovates to create solutions that were unimaginable just a few years ago.

B.J. MooreVice PreidentMicrosoft - Enterprise Commerce IT

How can we engage our entire organization and partners as leaders to realize our vision?

Senior Director of a field readiness group

How do we get our engineering leads and their teams to perform at even higher levels as we grow and scale our business?

Brett HelselSr. VP EngineeringIsilon Systems, Inc.

What would be possible across teams if we collaborated?

Andrew ClaphamSenior DirectorDesign & Construction

How can we drive team performance, build client relationships and generate a better bottom line?

Erika SchmidtPresident & COOFrause

How can we build a global innovation engine without adding people or additional dollars?

Tyson HartmanChief Technology OfficerAvanade

Do you pass this innovation test?

Do you pass this innovation test?

Where does innovation fit in your leadership priorities and your business? Is it icing on the cake—or the cake itself?

Some business leaders drive relentlessly toward effective execution and achieving cost and efficiency goals. But strong leaders know that innovation is the key to breakthrough products and services and a happy, challenged team. Forward-thinking leaders admire and learn from companies like Apple and Google that reconfigure or create completely new markets. Leaders constantly ask themselves “how do I bring THAT special sauce of thinking and behavior to my business?”innovation-sb

A lot of research has focused on the characteristics of innovative people and companies. With hard work and focus, you can transform the innovative orientation of your business. In the Innovator’s DNA, Jeffrey Dyer, Hal Gregersen and Clayton Christensen describe five key discovery skills that highly innovative people and companies share:

Questioning: Challenging assumptions. Asking why? Why not? What if? Showing tolerance for all answers, pushing others to imagine the future, playing devil’s advocate.

Observing: Intensely observing the world, customers, technologies, and competitors to gain insights about new ways of doing things.

Networking: Actively seeking new ideas and feedback. Meeting people with diverse backgrounds, perspectives and skills.

Experimenting: Testing, testing, testing. Taking apart products, ideas and processes. Piloting (prototyping) ideas to test a hypothesis to answer questions that can’t be answered through observation or networking.

Associating: After exhibiting the above four behaviors, the ability to connect seemingly unrelated ideas and put them together in new ways.

So, how do you cultivate innovation in your leadership approach and your business? First, ask yourself two fundamental questions to help determine your readiness for the journey ahead:

  1. As a leader, do you naturally focus on execution or innovation?
  2. Do you personally feel responsible for developing innovations to drive your company forward or do you delegate this to others?

Research shows that highly innovative companies are led by leaders who set the tone and exhibit the discovery skills described above. In the most innovative businesses, senior leaders don’t delegate innovation; they are personally involved in the process. They feel personally responsible for rolling up their sleeves and contributing innovative ideas, in addition to hiring and building processes that encourage innovation.

Leadership engagement in innovation encourages a climate of experimentation. The leader sets the expectation that innovation is required for advancement within the company and works to embed a culture and practice of innovation to the core of the business.

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