Why We Exist

• Encourage and develop business excellence
• Assist individuals discover their passion and how life can be full and rewarding, in business and personal pursuits
• Act as a catalyst for change so organisations and individuals may develop and implement strategies and respond to internal and external pressures in a positive and beneficial manner

These outcomes are strongly and inseparably linked to each other. While businesses must focus on long-, medium- and short-term outcomes for success, finding an appropriate balance across these, they cannot be optimally successful without considering their human resources. Effective organisations require effective individuals. Each individual has a unique and valuable reason for living. As organisations recognise the value of their human resources, and assist them in achieving their potential, the individuals will in turn enable the organisation to succeed.

Businesses must attend to their entire organisation. Their leadership and staff along with systems, processes, facilities etc must all be working for the same ends if there is to be optimum performance. Individuals’ productivity blossoms when their role and function is aligned with their passion, which may also be viewed as their life purpose. Where there is a misalignment between work function and their internal purpose for being, the friction, even when they are unaware of their purpose, results in a loss of power and effectiveness. As people open up to what they have to offer, realise their own worth and work in alignment with their purpose, they enjoy greater contentment and have more energy to focus on their lives.

Harrison International Ltd works with organisations to strengthen organisations by:

• Clarifying and aligning activities against the organisations purpose for being (vision, strategic planning, social responsibility, corporate values, ethical culture)
• Clarifying leadership roles
• Strengthen the connection between strategy and operations, facilitating their capability to implement projects that support plans
• Increasing awareness of the influence leaders have on their organisation and their responsibility to it
• Increasing the recognition of the value of employees, both as individuals and collectively in groups
• Enabling individuals to identify and adjust personal rules, beliefs and programmes that negatively affect their relationships with others around them
• Examining messages being conveyed through formal and informal channels to ensure these support the corporate culture

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The HIway Model

Organisations face pressure from so many directions. Globalisation pits local companies against major international organisations. It has also resulted in many local subsidiaries being managed from offshore. How can organisations remain profitable, competitive, respond to change, and be open to new ideas? Cultural diversity is significant with all its inherent opportunities and threats. How can each voice be acknowledged and make a worthwhile contribution to company success? The dynamic economic climate means profitability is more elusive and dependent on negotiating and responding to constantly changing conditions. How can we cultivate deep, strategic thinking and effective operational responses amidst chaotic, incessant demands on time, money and other resources?

The HIL purpose is encouraging and developing business excellence. Note that HIL considers a person an organisation in the context and setting of this discussion, requiring parallel processes and considerations as a business entity. A whole organisation will address, balance and align each of the following aspects:

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Purpose [Why?]

What are the ends, vision or strategic outcomes of the organisation? What core competencies will enable lasting profitability? In addition to making profit, what lasting legacy does the organisation seek to create? What values and behaviours give it substance and make it an organisation that attracts clients, suppliers, and employees to it?

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Governance [What and When?]

What must be done and when for the ends to be realised. Governance, leadership, planning across all levels and communicating the right messages to appropriate stakeholders are all essential ingredients. In what ways can effective leadership be cultivated and developed? What support can be provided to increase a leader’s capacity to perform their interpersonal, informational, and decision-making roles and responsibilities?

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Personnel [Who?]

Who is required for the organisation to function and thrive, whether internal staff, contractors or suppliers? How can an environment that supports and encourages staff to be more productive be developed and sustained? What can be provided to assist staff exercise greater initiative and innovation, and take greater ownership for their responsibilities? Is there a means for providing staff with skills that enable them to focus on work, gain satisfaction and fulfillment, and return greater value to the organisation?

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Means [How?]

What does the organisation have at its disposal to accomplish its objectives? What systems, processes, facilities and resources can it marshal to achieve its ends? What tangible interfaces does it have that enable it to operate and interact effectively with its clients and partners?

An organisation must have each of these aspects whole (complete and cohesively functioning) and aligned with the other aspects to be optimally effective. And ‘organisation’ does not simply mean a corporate/business entity. It also includes each individual. These same four aspects apply to an individual, albeit with a slightly different interpretation.

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Areas of Focus

Business entities pursue their vision through developing and implementing effective plans. The work is accomplished through:

• Operations, which focus on the more routine and repetitive activities.
• Projects, the principle mechanism for managing change and implementing innovation or one-time initiatives.

In all cases it is the individuals who comprise the business or project teams, (whether manager or worker), that determine the ultimate outcome.

The HIL Model applies directly to a business entity as a whole, any division or department in the organisation, to projects that are initiated within the organisation, and also to each individual. Each are organisms in a real, living and dynamic fashion, and can benefit from determining their ends, applying leadership (whether, for example, as a Corporate CEO to an organisation, or as captains of their destinies for individuals), managing the personnel (which for an individual equates to their emotional/social self), and implementing tangible programs that manifest and support the other three aspects.

Organisational excellence depends on:

• Integrating and aligning all four aspects within and across the organisation (or individual).
• Managing communications and activities across interfaces between and within units, and with the outside world (ever seen a person failing to link and communicate between the four aspects!).
• Responding to changes, threats and opportunities acting on, between or within the organisation

A business entity is only as good as its ability to muster its people to pursue and fulfil its ends. Ultimate effectiveness comes through wholeness, where each aspect is developed, aligned and integrated, and every person working for the organisation is individually whole, and aligned with and supportive of the organisational ends. Any disparity from this model of ultimate effectiveness creates friction and impedes the organisation.

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What HIL Offers You

We work with organisational leaders to assess and meet the organisational needs. We use reviews, training and development programmes, specialist programmes, mentoring and coaching etc to enable your organisation to develop excellence. We assist you focus on the vision, values and strategic objectives of your organisation, develop leadership and governance capability to communicate and implement those ends.

We work with individuals to assist them find their purpose and passion, access their skills, attitudes and aptitudes, and establish plans to advance their individual effectiveness. As their work fulfils and satisfies them, they are better able to work with others, and are more productive and able to contribute to the organisation.

In the Information Area there are articles that expand on this and highlight the application of this philosophy to achieve organisational, project and individual excellence. Key articles specifically on the philosophy include:

• A Leadership Model For Success [HTML Version] [PDF Version]

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