Over the past three decades, the term "Corporate Program" has taken on so many variations in perception and interpretation that, like the word "significant," it leaves a definition with much to be desired.
Corporate programs tend to default into several informal categories.
There are those that are designed by large consulting firms promising to reinvent an organization's complete approach to business, customers and employees.
There are those that propose to rescue one or two ailing elements within a corporate mainframe.
Other programs appear only designed to provide first aid in emergency situations.
The variety of approaches to corporate programs has a broad range.
If there is any common thread, it lies as much in what seems to be missing as in what is present. Consequently, any entity called a corporate program is likely to be a gathering of short term fragments, picked from a hanging vine, rather than a provision for fertilized soil that can create a foundation for living, productive growth.
What appears to be missing is a fundamental picture of basic considerations that would allow the variety of programs to be seen and understood for their relevance to a whole picture rather than as scattered elements with no clear relationship to each other.
offers a selective approach for corporate programs.
than attempting to be all things to all companies, we
help our clients focus on the fertile basic elements that
keep organizations healthy so they can manage the
missions and do the work they have set out to do. The
basic nature of our contribution to a corporate family or
team provides an environment informed and supported by
insight and skills that are transferable into all other
domains. Simply put, that means providing resources that
foster evaluation and design, human resource development,
problem solving management strategies, and leadership
Because these elements are also fundamental to the development of an individual's golf game, the bridging of purpose in behalf of both work and play allows the learning designs to be specifically synergistic. They are also a great deal of fun. As those who participate in our corporate programs experience the value to both their games and their work and vice versa, improved "bottom lines" make their own point.
Little imagination is required to see that programs designed with a double mission lose the traditional boredom of "management training." It is not necessary to daydream about the game after the session. The gains show up immediately in motivation and attention of participants to the maximum they bring with them to the dual, complete session agenda.
It is not necessary to divide the mission into two parts: work and play. They are integrated in any corporate design we create, and what is designed and implemented always moves toward the special needs of each organization.
KeyGolf's "facesheet" refers to golf and a concern for helping people develop their golf games, but the underlying mission is immersed in the added benefits that accrue to the speciality of corporate ventures and the needs of organizations, not to mention the daily business of self-management accruing to the full range of life tasks.
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