In the current business world, the demand for results is extraordinary.

Along with the pressure to raise levels of performance, the pace of

change in technology and the marketplace is accelerating with blinding

speed. Establishing a stable level of growth, or a predictable return on investment is no longer

sufficient for most organizations or their leaders.

In response to the need for more potent improvement and change, an army

of consultants, reengineers, TQM proponents, and many other specialists

has emerged. Each approach offers its own rewards. But often the results are

disappointing, below expectations or short-lived.

Framework is distinct from any of these.

An organization’s culture can’t be changed from

within – it is its own best protector. Without investigating and identifying the culture at work, it

remains strong, operative and continues re-asserting itself in the face of any attempt at change. So

all of the effort spent on reengineering processes, or attempts at continuous improvement are a

struggle — because there is a built-in conflict between the old and the new – between the protective

culture of the organization and the change effort.

If you set out to significantly improve the functionality of a building, there would need to be

architectural and structural changes made before the desired results could be achieved. Knocking

down a few walls and new paint won’t provide more than incremental improvement. That’s obvious

when we talk about buildings. Unfortunately, it’s less obvious that there is an equally solid,

immovable framework in the background of an organization and its processes and people.

FrameworkFrameworkFrameworkFramework Consulting, Inc.Consulting, Inc.Consulting, Inc.Consulting, Inc.

Lots of Consultants, Little Results

The Demand for Results

Why Change Efforts Hit a Brick Wall

Framework’s primary aim is to work with the leaders of organizations and ultimately, with the

organization as a whole to distinguish and loosen the stronghold of the culture. With the release of

that grasp comes the ability to make real, lasting changes — to do it consistently, and to produce

results that are dramatically and unpredictably improved.

We call those “breakthrough results”.

- 2 -

We begin with the premise that

an organization is made up of a

framework of “conversations”, just as a building is made up of a framework of steel and wood or a

human body is made up of a skeletal framework. But in all of these cases, the framework is erected

early on, and becomes an invisible support structure. The framework of conversations takes the form

of beliefs, expectations, generalizations, agreements (tacit and explicit), rituals and practices—that is,

the organizational culture.

We have all heard of paradigm shifting. The current explosion of digital media, and the recent

pervasiveness of the Internet is a perfect example. Just ten years ago the World Wide Web was an

abstract concept for all but academics, hackers and military intelligence. Today, we consider it to be

“just the way it is.” So what was once unthinkable is now ordinary. That’s the quality of paradigm or

context shifts.

Once the old paradigm is distinguished and contrasted with a new paradigm, new thinking can

arise. That’s why change efforts are able to emerge and take hold in a new corporate culture, where

prior to the work of transforming the culture, they were resisted and thwarted.

Rather than confront sub-optimal actions, we deal

with sub-optimal ways of being—or, ways of being

that are inconsistent with the fundamental goals

and commitments of the organization.

Framework‘s primary work is with the leaders of organizations and, ultimately, the organization as a

whole to distinguish and displace the old culture. What we deal with is the unspoken but well-known

precepts and generalizations. Often, they are the things that “everyone knows and thinks, but no-

one would dare say”. Or, they are the things about which people complain and gossip, and by which

they feel victimized or threatened. That is the hidden mass that is at the source of the dominant

ways of being.

As human beings, and as business-people, we don’t address this area. It is considered simply to be

an automatic by-product of how business itself is done. At Framework, we assert the opposite.

The Real Problem is The Corporate Culture

Past experience shapes the nature and potential of every decision, communication, goal, plan

or conversation. Because these are in the background they are unconscious and

unchallenged. As concretely as the structure of a building, they limit what is possible.

Ways of Being Organizational Ontology

- 3 -

Framework’s programs are rigorous and challenging inquiries that

require real thinking and intellectual and emotional honesty. We provide a variety of courses and

services beginning with our BreakthroughEssentials Program that can be done with up to 100

people at a time (although usually it is done first with the top executives) over three days.

Framework’s programs are deeply probing and thought-provoking events.

We question the fundamental truisms of corporate life—and touch upon those issues of personal life

that intersect the organizational context.

In the course of the BreakthroughEssentials program,

participants have the experience, both individually and

collectively, of getting outside of themselves and their organization and seeing what is really

happening — the background context that determines all action and therefore, results.

Like any discipline, the work of organizational ontology (the study of organizational being) has its

own terminology and methodology. So our clients learn a language that allows for referencing those

aspects of corporate culture that have been invisible.

We relate to our clients as their coaches. In the same way that a sports coach is the biggest fan of

his team, we are the biggest fans of our clients. When we agree to work with an organization, it is

because we see its greatness—both what is currently operative and a future possibility which they are

committed be fulfilled. We adopt and share that commitment.

Transforming the culture impacts every business result. For

example, at one level, the way to increase revenue is to increase

sales. At a more fundamental level, the selling potential is limited by the culture. Transform the

culture, explode the sales – revenue jumps unpredictably. That’s a breakthrough result.

Our clients produce breakthrough results in all of the major areas of business. From customer

satisfaction to stock value, revenue to resolving union disturbances. By distinguishing the

organizational culture and possibly, deconstructing it, the work of change becomes real.

Business is done and executed as a direct function of how the leaders

and the organization are being.

The Way it Gets Done

Language, Inquiry, Coaching

Breakthrough Results

- 4 -

“...all the companies in the […] Division have improved on their operating results over the previous year by a factor of 50 percent.”

CEO and Framework Client,

November, 1999

This is work for the courageous and the committed: leaders,

managers and employees who are out to produce incredible,

extraordinary breakthroughs. It is not for the faint of heart, or those hoping for modest improvement.

Our clients include a wide range of international and US organizations, including a software

development company, an airline, a life insurance company, a telecommunications utility, an

investment bank and many more.

Like many other things in life -- love,

child-rearing, artistic inspiration and scientific discovery — our work is hard to describe; so we offer

an opportunity to find out first-hand how Framework accomplishes its promises. We offer a three-hour

seminar introducing your senior managerial team to the methodology that generates breakthrough

results. It is intended to provide a real sense of how our programs work.

We promise to deliver powerful tools that can be used immediately, whether or not you ever

become a client. Our breakthrough seminar will be impactful and will make a difference.

It really works – Framework Makes it Easy

Framework Consulting, Inc.Framework Consulting, Inc.Framework Consulting, Inc.Framework Consulting, Inc. High Stake Interventions.

3389 Sheridan Street, #434, Hollywood FL 330213389 Sheridan Street, #434, Hollywood FL 330213389 Sheridan Street, #434, Hollywood FL 330213389 Sheridan Street, #434, Hollywood FL 33021, USA, USA, USA, USA

(954) (954) (954) (954) 323323323323----2552255225522552 fax (954) fax (954) fax (954) fax (954) 212212212212----2202220222022202 www.fwconsulting.comwww.fwconsulting.comwww.fwconsulting.comwww.fwconsulting.com

Who Should Do This Work?

“The great thing is, at any moment, to be willing to give up who you are for the possibility of what you could become.”

Charles DuBois

Introduction to Breakthrough Thinking

A Demonstration of Framework at Work.

If you are interested in producing breakthrough results, contact us to find out more about an Introductory Breakthrough Seminar