aAdvantage Consulting


	The aAdvantage Difference

		Organisation Transformation

		Quantitative and Qualitative Research

		Indoor/Outdoor Teambuilding

		Mapping Customer Service Experiences

		Leadership Development

		Mission-Vision-Values Design and Cacading

Leadership Development

We identify and customise leadership competencies through our competency development processes. Leaders/ managers are then trained, coached and measured through a planned development process to ensure that the desired skills and behaviours are clear and can be monitored to ensure lasting change. The programs are customised, incorporating the best management concepts and scalable to ensure the best value for our clients.

Our Leadership Development Model

Leadership Development

Incorporating the “Best-of-Breed” Management Concepts and Tools

•	aAdvantage’s A3 – Aware, Accept, Adapt	•	Dimension’s of Leadership
•	aAdvantage’s BOFF Feedback Process	•	Experiential Learning Cycle
•	aAdvantage’s RESPONSE Decision Making Framework	•	Kaplan and Norton’s Balanced Scorecard
•	aAdvantage’s 3Ps Facilitation Skills	•	Kouzes and Posner’s Encourage The Heart
•	aAdvantage’s 2+2 Performance Coaching	•	Kouzes and Posner’s Leadership Challenge
•	aAdvantage’s Lasting Change Framework	•	Neuro-Linguistic Programming
•	Andersen’s Change Enablement Framework	•	Mckinsey’s 7-S Framework
•	Belbin’s Team Roles	•	Myers Briggs Type Indicators
•	Carlson’s CARE Innovation Process	•	Peter Senge’s 5th Discipline
•	Collins and Porras’ Built to Last	•	Stephen Covey’s 7 Habits of Effective People
•	Deming’s Cycle	•	Thomas Kilman’s Conflict Management Model
•	DiSC Personality Profiling System	•	Tuckman’s Team Development Model

Our Value Proposition

Customised, ‘Best-of-Breed’ and Scalable
Each module is customised according to the desired competencies, allowing our clients to adopt the most appropriate management concepts. These modules are also scalable to that they build on each other and share common themes for consistency.

Participants do Real Work
Projects and relevant leadership assignments are incorporated into and in-between modules so that participants engage in real work during their learning experience. Operational issues are often highlighted and addressed during the leadership development process thus ensuring practicality, high buy-in and close engagement of the operational/ functional leaders.

Leadership Development is not an event but a process
Coaching is often a key element of our programme and is conducted on the line to reinforce participants’ commitment to action. The Leadership Development process also incorporates a variety of experiential & adult learning methodologies, indoor and outdoor activities, case studies, videos, psychometric tools, strategy and organisation development tools to ensure that interest and high energy is maintained throughout this process.

Sample Clients:
Daimler Chrysler, Elcoteq, Institute of Technical Education, Nokia Mobile Communciation Beijing, Nokia Mobile Phones Dongguan, Philips Electronics, Republic Polytechnic, RFMD Beijing, Sanofi-Aventis

Case Study: “Terrain” Leadership Development Programme

We designed and implemented the above plant-wide initiative in Beijing to support the company's ramping up strategy in China. We began working the Beijing Plant and subsequently moved on to facilitate the same programme at Dongguan due to the success of the implementation.

Development Objectives:

Objectives of Engagement:
• Develop cross-functional collaboration competencies to support the Made-to-Order Manufacturing Methodology and SAP implementation at the plants
• Quickly and effectively develop local middle managers with the company's ‘Value-Based Leadership’ and ‘Fact-Based Management Competencies’
• Develop team-based leadership and problem solving capabilities so that the organisation is prepared to adapt to market changes and evolving customer demands

“Terrain” Leadership Development Process:

Leadership Development

Key Outcomes
• Successfully developed local managers that managed the expansion of factories from 1 mini-factory with 3 manufacturing lines to 3 mini-factories with 16 lines
• Achieved the global best factory award within 3 years of leadership development programme
• Success of leadership development programme subsequently led to its duplication in Dongguan