Services - Evaluation Methods

Every organisation strives towards the attainment of its goals. For some this seems easy and leads to success while others face a seemingly constant struggle. We help our clients to improve their leadership practice, competences and capacities, to clarify operations and processes, and to excel in both productivity and well-being. We also offer tools to measure, lead and develop organisational culture.

Strategic Measurement Of Organisational Culture

Hofstede - Strategic Measurement of Organisational Culture

Creating a new strategy often requires a change in corporate culture. There is, in itself, no good or bad organisational culture, rather the value of organisational culture lies in its ability to support the attainment of strategic objectives

Studies have shown that only about 10% of strategies are successful in terms of being implemented as intended. If you feel that despite your best efforts, your strategies forever remain only half-accomplished, or that changes are implemented only partially, it may be advantageous to assess your organisational culture.


Corporate Ethical Virtues

The ethical culture of an organisation has been proven to strengthen e.g. innovativity. The development of an ethical culture begins by identifying the factors and policies that either promote or impede the ethically sound activities of an organisation. The identification of risks is supported by the Corporate Ethical Virtues indicator, an instrument developed by Professor Muel Kaptein. CEV is an ideal tool for the senior management of an organisation, HRD, as well as for the internal audit and those responsible for the evaluation and development of the Code of Conduct.


Leadership EDGE© 360°

Developing as an ethical leader is based on one’s ability to reflect on one’s own actions, thinking and emotions. The feedback received from others is important to one’s growth. Leadership EDGE© 360° is a tool to measure ethical leadership competence which has been developed by Juuriharja. The foundation of the measure lies in the cycle of ethical leadership development (Heiskanen & Salo, 2007).


Peili™ Behaviour Profile

A person's understanding of their own behavioural patterns often differs from perceptions held by others. Therefore, results based solely on self assessment often provide an incomplete picture and fail to adequately define development goals. The feedback given by others can reveal development areas that one has been unable to identify. In addition, it often highlights those strengths that the person has not identified.


Extended Disc

It is essential for effectiveness and wellbeing at work that individuals are able to build on their strengths. Well-functioning collaboration requires knowing and making full use of other people’s strengths and diversity of the group. Extended Disc charts one’s personal behaviour, with its inherent strengths and development areas. This provides marked added value: both results and meaningfulness of work improve.