Latest news

PRIME Transformation Ltd organises the first Corporate LifeCycles UK network event. The event - hosted by Malcolm Woods and his wife Heather – was held in Northern Ireland over the weekend of 19-21 October 2007

Latest news

Chapter One Associates, led by Managing Partner Tom Yeung joined the UK network on 1 October 2007.

Client List
Free Preliminary Lifecycle Analysis
Example Engagements

"The Corporate LifeCycles methodology enabled us to handle a difficult situation very professionally and the results achieved are thanks to your structured approach to problem solving. I look forward to developing the project with the team we have in place, and producing an exciting and profitable business."

"The tools and processes worked for us. They brought clarity and focus to our strategic options and helped us to develop and implementation plan that had the support of the entire senior management team. I strongly recommend it."

Preliminary Lifecycle Analysis

FROM THE FOLLOWING LIST OF STATEMENTS, PLEASE SELECT THOSE THAT BEST DESCRIBE YOUR ORGANISATION

New products are often launched prematurely

Most people in our organisation are generally satisfied with how things are

Line managers feel that their authority doesn’t match their responsibility

Many people feel that they have too many projects and assignments to handle

There is conflict in our senior management team around our goals and strategies

It’s not clear who is responsible for what

It’s hard to find time for meetings

We have an "if it ain’t broken, don’t fix it" culture

Our founder often changes decisions made by others

It’s hard to generate enthusiasm and excitement for new ideas – "if I see it I’ll believe it" seems to be the attitude of many

We experience consistent organic growth

"Staff" seems to be calling the shots on most important decisions

Although our financial goals are a stretch -- we usually meet them

You often hear people say -- "because it’s our policy"

A lot of importance is attached to how you dress and whether or not you "fit in"

We are able to develop and launch a steady stream of new products and services in a structured and systematic way

We are frequently short of cash

Too many decisions seem to be driven by "politics"

We often get involved with "new ventures" that don’t seem to be part of our business

Although we are profitable we are losing customers in our core markets

We never seem to do anything the same way twice

We don’t have clear budgets or reporting to keep costs under control

A lot of people think our customers are a problem

A lot of energy goes into politics and turf wars

We seem to have a revolving door in some senior management positions

Our organisation is very cliquish – you are either an "old-timer" or a "newcomer"

We have our way of doing things – and it’s important to comply

It’s hard to imagine our company surviving without our Founder/CEO

Although we have a lot of projects it’s not clear which of them are a priority

Customers have to figure out ways around our system when they want something from us

Our core revenues are declining

Many of the "corrective actions" we take to improve our financial results are self defeating in the long run

We seem to be in denial about the real problems in our business – most of our solutions are superficial

Accounting/Finance and Legal departments are really in charge

Our company does not have a clear focus

It sometimes seems as if we pay more attention to office décor than to customers

We often operate without a budget