A key component of the processes developed by D|CIFA has been the use of internationally recognised research. It is this scientifically proven research that has driven the core fundamentals of our approach and the basis of our systems and processes. This ensures that our approach can stand up to rigorous academic and financial scrutiny.
The foundation of our approach is Change Management with root cause analysis.
The concept of change management has been around since the 1960’s, and what is generally considered its defining principles are well known. However, the methodology discovered by D|CIFA completely turns traditional change management models upside down.
With the development of the PPA, D|CIFA incorporates root cause analysis to can identify key strengths and weaknesses of the organisation through a bottom-up approach. Any change management program, formulated from the use of the D|CIFA’s PPA, easily allows the implementation to be driven internally by the staff of the organisation.
It enables us to examine if removing a causal factor can benefit an outcome, by answering the question, “does it prevent recurrence with certainty?” As such, we cut through the noise to enable insight into key areas of change. We have found time and again that it is often small issues that are creating and obfuscating the broader conversation within the organisational environment. Our statistical approach is critical to understanding root cause analysis, as our process generates data sets which enables an outcome permutation of 21 million different variables.
D|CIFA also captures the understanding of key organisational values and whether these have been integrated into the workplace. The adoption of a strong organisational value system is critical in the change management process and its presence is identified in a PPA.
The methodology used by D|CIFA is able to take into account variations to the situational environment and the impact that this would have on the change management process. Traditional change management methodologies do not take this into account. As such, the data they produce, often have external factors which render it to be fundamentally flawed if acted upon.
Our deviance modelling and existing data sets give us the capacity to develop an accurate understanding of the business and identify key components. In addition, it allows us to develop processes by which the changes can be tracked. Whether these changes are structural and/or emotional, we can measure the impact that they have on the organisation.
A top-down approach, without the understanding of underlying causes, can create a fundamentally flawed information base. As such, our bottom-up methodology has been crucial to our success. The underlying concept is that staff are at the coal face; - they know what is working and what is not. This key input is vital to identifying greater underlying problems. By using the bottom-up approach, we enable proper root cause analysis.
The bottom-up approach has enabled us to not only identify key areas of improvement but also enable our predictive modelling to give key forecasts for the business. One example is staff retention rates. To date D|CIFA has had a 100% success rate of predicting staff retention rates, even being able to predict the exact month that turnover is expected to occur.
Another crucial aspect of the bottom-up approach is that it enables staff input, which in turn creates buy-in. For any organisation undertaking structural and strategic change, this is obviously of critical importance.