Model Protocol

The protocol adopted by Symphony soon became clear enough to formulate acceptance criteria. Data incorporated into the OLF model must qualify in accordance with the following:

  • Reason for conducting the research, following an event or observed trend change, thus raising questions as to why it came about and what impact arose;
  • Methodology needed to follow a chain-logic from start to conclusion, also declaring the population criteria and selection choices of targets;

Based on the first sets of criteria, it followed that Symphony shifted its focus towards data that evidenced Cause and Effect, thus disputing statistic-correlated publications.

  • Lasting endurance is measured by how long the research project endured and sustained performance in how long the outcomes continued in practice. Also considered was the sample diversity of organisations included. OLF is clearly interested in objectivity, data integrity and conclusive over indicative results;
  • Good theory is reflection of applied causality and Practical implementation. OLF is keen to recognise empiric research materials and findings; even more when sound theory is indeed practiced by our partners. In addition, data is included if authors of corporate journals list the evidences and victories of their researched organisations during the span of a CEO, including the basis of decisions made, rationale followed or logic applied that can be referenced back to the CEO’s tenure. Such iconic-data and findings formulate Principles in Symphony;
  • Engagements, Experiments A/B and Explorations are fundamental to gaining data, desired outcomes and experiences; while uncollaborated data inputs did not qualify for Symphony. By the same token, publications without proof of implementation and endurance success did not comply;

The methodology applied in Symphony simply aggregated data in version 1 allowing a classification based on common patterns, trends and results.

Version 2 revealed our first discovery, a continuum of 7–themes found in successful organisations worldwide.

Versions 3, 4 and 5 added a vast volume of data, publications and literature soaking up time and effort to rationalise and normalise content. The result was a standard benchmark applied to nomenclature and formulation of terms unique to Symphony in an attempt to move away from common misguided meanings and perceptions.

To date version 6.1 contains internal revelations – OLF could easily publish independent literature on each title as their contributions are fundamental in their own right.

The model reflections are phenomenal and most informative:

  • Symphony provides a global business understanding that is relevant and effectual. The consequence is that insights and context inform complex decision-making. Frameworks adapt the architecture of processes. Consistency and predictability become foundations within teamwork results;
  • a detailed, out-of-the-box roadmap as an alternative to reverse-engineered strategic planning. The model also offers a vast number of remedies to flawed guidelines and methods applied daily in an attempt to serve the profit-motive, become efficient or gain competitive advantage;
  • for the searching executive the model provides a life-line framework of 7–imperative themes (each dropping down into 6 levels of details);
  • for the discerning leaders there is an entire theory of developing market solutions that will sustain the organisation with differentiated products, services and offerings;
  • for the traditionalists who recognise that times have changed, the model caters for regeneration and collaboration paradigms in preparation against challenges from competitors;
  • for the command and control manager Symphony provides a remedy of 37 management practices consolidated into 3 elementary levels;
  • for stakeholders there are assured ways of applying holistic thinking by resolving potential differences and impasses which obstruct progress;
  • for staff members there is a satisfying and fulfilling career prospect under organisational leadership;
  • for markets and customers there is a potential partner in production who can actually get the desired job done;
  • for co-providers and suppliers there is a paradigm shift in thinking taking place in the downstream value chain that will have a game-changing impact on the revenue generation;

The list goes on ...

Symphony currently comprises some 2,820 tables that form the Model. Each table has an Object with Elements that support the context in a stepwise order (cause and effect).

Based on a building block sequence, the numbering system is formulated to indicate levels in hierarchy, from top to bottom.

Objects and Elements are indexed, both in number hierarchy and in alphabetic order.

Definitions, Acronyms, and Terms define terminology applied by the model as nomenclature used in common day practices tends to be too broad and inaccurate, thus creating perceptions that are prescriptive, open to ambiguous interpretation and confusing.

Some 1,000 templates, diagrams, flow charts and instructive files that assist partners and beneficiaries to formulate their own Context and gain fundamental business Insights, as concluded by the accredited publications.