Adizes Consulting Services

Syndag
The first phase in the Adizes methodology is a detailed diagnosis called Syndag^TM, an acronym for synergistic organization diagnosis, which reflects that the diagnosis is conducted as a team process requiring the active involvement of those people who constitute capi in a company (Coalesced authority, power and influence). Experience has shown that the impact of this group diagnosis on the behavior of the company is much greater than that which can be achieved through individual interviews with the same people.
A comprehensive diagnosis is crucial to the long-term success of any program to improve an organization's performance. The data gathered in the diagnosis provides a complete profile of the company's needs which can then be used to tailor the overall program to meet the organization's unique requirements：
· Perform a detailed identification and analysis of the major areas for improvement within all parts of the company, to include an analysis of the root causes of those problems.
· Define a strategy for the arrest, relief or resolution of those problems, including: identifying which problems will be solved by individuals, which by teams, how the teams should be composed, and when the problems will be solved.
· Legitimize the need for change in the organization by creating an energized atmosphere of mutual cooperation and teamwork to get the job done. The Syndag^TM provides a model of the Adizes methodology, which illustrates that problems can be discussed and solved, with mutual trust and respect.
· Provide a new perspective on the business of management including the inevitability of conflict, why it is necessary for healthy organizations, and how to harness it.
· Provide you with a roadmap of how to move your organization to higher levels of performance.
Synerteams and Integrator Training
It is the second phase in the Adizes methodology. Special skills training in leading and managing problem-solving teams for those selected by the company to arrest, relieve and resolve the priority sub-system problems identified in Phase I. Focus is on the constructive use of conflict.
Team Structure (POC)
It is the third phase in the Adizes methodology. Creating and formalizing a permanent, bottom-up communication channels (POC) to achieve a more responsive and creative organization. Learning when to use, and when not to use, team problem-solving processes. This parallel structure compliments the normal hierarchical structure already in the organization.
Mission
It is the fourth phase in the Adizes methodology. Identifying and defining the organization's vision and mission for the future as a team process in a manner that is understood and committed to by the whole company, breaking down departmental barriers.
Organizational Design
It is the fifth phase in the Adizes methodology. Re-structuring to produce rejuvenating vitality, entrepreneurship and growth.
Accountability Systems
It is the sixth phase in the Adizes methodology. Given clarity of mission and structure, define individual accountability and responsibility for every dollar in and out of the organization. May involve the re-definition or redirection of information flows to support clarity and commitment to optimum results for all profit, service and cost centers. The focus is on the utility of managerial information, not on accounting.
Cascade
It is the seventh phase in the Adizes methodology. Cascading Phases I through VI throughout the organization. This Phase is critical to reducing alienation between upper management and the rest of the company. Adizes facilitation technology may be transferred to selected in-company mangers at this time as well.
Performance Stretching
It is the eighth phase in the Adizes methodology. Developing plans and detailed budgets using teamwork and a "client has the power" orientation for all achievement centers. This step "stretches" the unit to peak synergetic performance, and typically produces rapid impacts on the overall profitability and/or performance of the company. The performance that "we" can achieve as a company far exceeds that produced by individual departments working alone.
Strategic Planning (Synergetic Resource Allocation)
It is the ninth phase in the Adizes methodology. With the right information funneled to the right people, directed to achievement of the new mission when it is clear that "this is the best we can do", evaluation of the long term direction and/or viability of each business segment is made.
EI Structure
It is the tenth phase in the Adizes methodology. In this phase we see that the cascading (Phase VII) has been completed and a structure parallel to the structure of Phase V is developed, enabling flexibility and workable decentralization.
Reinforcement Systems
It is the eleventh phase in the Adizes methodology. Re-evaluation of incentive systems that are consistent with and promote the achievement of the new mission, structure and accountabilities of the organization.