What is the next value creation paradigm in organizations?

We believe the answer lies in the unlocking of its HUMAN POTENTIAL. We are proposing a robust methodology to measure the extent to which the HUMAN POTENTIAL in your organization is being utilized, and to effectively harness it.



A robust methodology to measure the extent to which the HUMAN POTENTIAL in your organization is being utilized, and to effectively harness it.

Value creation has been, and always will be, the number one priority of organizations. However, the interventions that yielded great results in the past, such as Business Process Re-engineering, Customer Relationship Management, Brand Building, Cultural Change Programs, etc are no longer having the same impact as they used to.

So what is the next frontier? What is the next value creation  paradigm in organizations?  We believe the answer lies in the unlocking of its HUMAN POTENTIAL. But how to do this without losing your way…?

We are proposing a robust methodology to measure the extent to which the HUMAN POTENTIAL in your organization is being utilized, and to effectively harness it. We can also put in place an effective and repeatable process to unlock this potential.


Are you willing to explore the exciting new opportunities that open up when your organization is BEING at its full HUMAN POTENTIAL? 

Learn more about our approach to organizational human potential assessment. Download an Individual, ProfessionalTeam, Employability, or Organizational Human Potential Assessment Sample Report. Learn more about the BEING States and Dimensions

What we can do for you

Click on the tabs below and learn about our specific solutions.


This organizational assessment tool has been designed for leaders who’s top priority is to get the best out of their people. They deeply believe that the success of their business is directly related to the excitement and sense of possibility that each individual feels when they come to work in the morning. The Human Potential Assessment Tool will accurately assess the amount of passion that is alive in an organization and give clear, actionable recommendations on how it can step even further into its fullest potential.

How  is it different from other Organizational Surveys ?


The key difference between the Human Potential Tool and other assessment tools is the depth of insight that you will get. Most organizational surveys come to the conclusion that having a meaningful or fulfilling job are the main drivers of business success. No doubt this is true but unfortunately these types of statements do not make it very easy to identify clear, tangible next steps. The Human Potential Assessment Tool on the other hand is composed of 85 insightful statements that go a few layers deeper. Guaranteed, it will open the door to breakthrough conversations, ideas and actions


The Being at Full Potential advantages:


  • Fully integrated approach to Human Potential realization (from assessment until harnessing)
  • We measure the intangibles and enable fact-based transformational conversations
  • The only assessment that truly exposes the human potential utilization in your organization
  • Global network of certified Human Potential coaches who can deploy and facilitate company-wide transformation projects
  • Customisable for all organization types and sizes


What framework is it based on?


To represent the output of the organizational assessment, we use the framework of an ICEBERG. At the bottom of the iceberg we measure the 8 BEING Attitudes. Consciously choosing to adopt these attitudes creates the conditions for the unique gifts and talents of each individual to be expressed in service of the collective mission of the organization.

As these attitudes or mindsets become part of the day-to-day practice of an organization, people start to experience a greater sense of fulfillment and meaning in their work. They will have more clarity on who they are and how their work contributes to the bigger mission of the organization (BEING Aware). They will be able to access new inspiration (BEING Inspiration) and feel supported in bring their ideas to life (BEING Abundant) in service of a greater good (BEING in Service). We refer to this hightened experience as the 4 BEING States, represented in the middle part of the iceberg.

Finally, at the top of the iceberg we have the measures that we are most accustomed to in the organzational context. We refer to these as OPM’s(organizational performance metrics). The more we focus on the bottom 2 layers of the iceberg, in order to create optimal conditions for Human Potential to be expressed, the more likely we will see dramatic improvements in areas such as Employee Engagement, Inventiveness, Customer Orientation, Trustworthiness and ultimately Bottom Line Results.

=> Each of the OPM’s is further broken down in order to clearly assess where the organization is today on that measure and how to grow to the next level.


  • For example, Employee Engagement & Trustworthiness:

The HUMAN POTENTIAL Assessment and the initial report  is  only  the  beginning  of  an  organization’s  Human  Potential  journey.  It simply  provides  the  top-line findings which is bound to open up deeper questions. Depending on the needs that arise from this report, in subsequent analyses, a deeper study of different divisions or levels of the organization can be done. Breaking the data in this way will open up more insights and clarity on the next steps. Following the ENQUIRE phase (see fig. 2 below) where the data and insights are revealed we encourage the key stakeholders to spend quality time in DISCOVERY during which time the insights are fully integrated and transformed into actionable next steps, fully owned by the organization.

DISCOVERY is about processing and integrating the insights so they can be transformed into actionable next steps, fully owned by the organization. During these ‘Discovery’ workshops (which typically last 2,5 days) the client is invited to look deeply into the current beliefs and assumptions that drive their business decisions today and make very deliberate choices on who they want to BE going forward. This involves “Subtracting” (the process of understanding the disconnects – or the shortfalls – along the various states and dimensions of the HUMAN POTENTIAL Assessment Model), “Passaging” (releasing control of the familiar processes used to arrive at solutions) and “Arrival” (seeing opportunities in uncertainties and allowing new possibilities to reveal themselves).

Finally, in the HARNESS phase, the organization is encouraged to visualize and speak about its new intentions in full details (via town-hall meetings or other) and start shaping them into a new implementation plan (Re-scripting). Targeted training and coaching programs are rolled out at the individual and group levels to make the new inner states a reality. Collectively new language and customs are adopted so that employees are engaged in more empowering ways. Management embraces new leadership habits, and the new consciousness is reflected in the management objectives and tools, like in the Business Balance Score Card (Re-sculpting).


Leading culture change is a real challenge for leaders and managers

  • “Culture itself is a business strategy.”* Business people and leaders today are beginning to understand this as the leading edge of organizational transformation in our complex and fast changing world.
  • But survey shows that “84 percent said that the organization’s culture was critical to the success of change management, and 64 percent saw it as more critical than strategy or operating model.”**
  • Other studies and surveys have also shown that all organizational change interventions (including culture change) have had a poor track record (70% of all change attempts fails to deliver the desired outcomes”). ***

Two major stumbling blocks in leading culture transformation process

  • Culture change is a subjective issue. Going from A to B requires a deep sensitivity to the needs and expectations of people. Studies**** show that more than 60% of change projects are people related, and they “stumble on … trying to transform employees’ attitudes and management behavior”.
  • There is a lack of a systematic way to address deeper levels of the human dimension and experience of people in change management processes;  
* Kegan / Lahey – “An Everyone Culture”
** Survey by Katzenbach Center – quoted in a Strategy + Business Article; June 6, 2014
*** McKinsey & Company research – 2010
**** Kotter 1995, McKinsey 2002 & 2008, and Prosci 2005, 2009


Organizational Maturity Model

The OMM (Organizational Maturity Model) elegantly addresses the stumbling blocks faced by organizational leaders. It measures the level of consciousness (or maturity) of an organization at a given point in time and indicates how the collective culture may grow into the next stage of maturity. Having a clear picture of the future state makes it easier for organizational leaders to communicate a new vision and enroll others behind it. 

More details on the Organizational Maturity Model and what it takes to grow from one level to the next:

Reach Us

Is this the beginning of your Human Potential journey? We look forward to hearing from you

Hermann-Rorschach Strasse 24, 8200 SH, Switzerland

Leave Us a Message

14 + 1 =