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HBDI®的應用與案例 - 第一期 白皮書：HBDI®的應用與案例 - 第一期 白皮書
HBDI®的應用與案例 - 第二期 白皮書：HBDI®的應用與案例 - 第二期 白皮書
熱門新版講師訓課程：2020年7月新版HBDI講師訓 —— 開啟成功與幸福之旅，創造無限之可能！
以下為《HBDI®的應用與案例 - 第三期》白皮書精彩內容！
4. HBDI®應用的典型案例
4.1 HBDI®國際應用的典型案例
4.1.1 HBDI®國際經典案例1：IBM通過發展創新型領導力來增強競爭優勢
How IBM partnered with Herrmann International to enhance the efficiency, reach and impact of its global
new leader development program
IBM 公司如何不赫曼國際合作來提升其全球新領導者發展項目的效率和影響力
原文 連結：https://pan.baidu.com/s/1uagYTNCQ1RuAC6yw_HiLQQ 提取碼：gob2
4.1.2 HBDI®國際經典案例2：IHG洲際酒店集團改善複雜項目的風險管理和成功率
How IHG bridged the divide between project rigor and creativity, implementing a project management
approach that works for everyone
IHG如何橋接項目嚴謹性不創造力之間的鴻溝，實現一種適用二所有人的項目管理方法
原文 連結：https://pan.baidu.com/s/1a7x_G-pr9zdDrA7m116nPA 提取碼：zoit
4.1.3 HBDI®國際經典案例3：太陽馬戲團（Cirque du Soleil）培養強大的領導者並提高團隊效率
原文 連結：https://pan.baidu.com/s/1_uYiHaNYOG5ZmMqzEkC7OQ 提取碼：2xn1
4.1.4 HBDI®國際經典案例4：杜邦•凱夫拉（Dupont Kevlar）消除安全亊故和傷害並提高團隊效率
原文連結：https://pan.baidu.com/s/18u07qVAERKz7fJPKl6kxAQ 提取碼：tvem
4.1.5 HBDI®國際經典案例連結
1. 可口可樂在全腦思維的幫助下成功獲得奧運金牌
https://www.herrmann.com.au/wp-content/uploads/2015/10/CS-CocaColaOlympicGold.pdf
2. 全腦項目管理：從衝突到共同點
https://www.herrmann.com.au/wp-content/uploads/2015/10/CS-SlagelseMunicipality.pdf
3. 全腦思維如何幫助IT公司Integ提高員工參與度和客戶關注度
https://www.herrmann.com.au/wp-content/uploads/2015/10/CS_Integ.pdf
4. Serendis應用全腦思維於澳大利亞一些最複雜的導師項目
https://www.herrmann.com.au/wp-content/uploads/2015/11/Case-Studies-Serendis-SCREEN.pdf
5. 太陽馬戲團使用全腦思維培養強大的領導者並提高團隊效率
https://www.herrmann.com.au/wp-content/uploads/2015/10/CS_CirqueDuSoleil.pdf
6. Orange Credit Union運用全腦思維改善溝通並改變企業文化
https://www.herrmann.com.au/wp-content/uploads/2015/10/CS-OrangeCreditUnion.pdf
7. Little River Landcare集團利用全腦思維積極開墾土地
https://www.herrmann.com.au/wp-content/uploads/2015/10/CS_LittleRiverLandcare.pdf
8. 全腦思維是如何幫助Cookie Time重新獲取成功秘訣的
https://www.herrmann.com.au/wp-content/uploads/2015/10/CS_CookieTime.pdf
9. Cuisine-at-home雜誌使用全腦思維了解讀者想法之後，收入大幅上升
https://www.herrmann.com.au/wp-content/uploads/2015/10/cuisine-at-home.pdf
10. 全腦思維是如何推動UGN發生轉變，並節省了1000萬美元的
https://www.herrmann.com.au/wp-content/uploads/2015/10/CS_UgnAutomotive.pdf
11. Microsoft Kinect：A Game Designed for a Broad Consumer Base, Developed in a Fraction of The Time
原文 連結：https://pan.baidu.com/s/1akcreITcnZuEgXPCupHCXA 提取碼：0za6
12. Wespac: Maintaining Employee Engagement Intellectual Capital and Customer Loyalty with a Mindful Merger Process
原文 連結：https://pan.baidu.com/s/1eJeNqGm6ox29LkSQ3JOTXw 提取碼：hkn1
4.2 HBDI®國內應用的典型案例
4.2.1 HBDI®全腦優勢®及戰略目標共識營
醫療行業，北京
Background: Challenges & Desired Outcome
1. 統一大家共同的價值觀
2. 建立成就企業願景的自豪感
3. 產生核心的凝聚力
4. 同心成就朝統一的戰略目標邁進
Solution: Application of HBDI® & Other Tools
1. HBDI®個人報告，團隊報告
2. 量身定製的【戰略目標共識研習營】
3. 和總裁進行一對一HBDI®團隊報告解讀
Results: Accomplishment When Project Successfully Completed
1. 兩天課中，高管團隊就對彼此的優弱勢有了清晰客觀的認知，產生了核心的凝聚力，形成了對2019年戰略目標的共識
2. 願意依據後續鼎鼐提供的作業模板，做進一步的戰略分解及推動策略
3. 明確了領導和管理的角色差異，以及在工作中的權重分配，提升了領導力
4.2.2 中國領導力發展項目
食品行業，中國
Background: Challenges & Desired Outcome
A企業針對GM-3層級——"Plant Manager Team" & "District Sales Manager"提高領導力。（共進行二屆，每屆時間為一年）
當時這群體並沒有受過任何培訓，A企業希望通過有系統的學習加上行動計劃，快速轉變他們的思維並提高能力的展現，期望：
1. 培養和發展公司領導力的繼任力量
2. 認可高績效的管理者
3. 保留高績效的員工和關鍵崗位的員工
4. 持續提升跨部門合作和支持的高效能
Solution: Application of HBDI® & Other Tools
本項目以HBDI®作前期診斷，進行一年的training program：帶領學員從自我認知出發，發現自己的優勢與持續性發展的地方，進行自我提升的計劃。接著學習運用全腦溝通與協作、如何組建全腦團隊、向上管理及如何創新等等，皆是以HBDI®為主軸發展的。
1. HBDI®潛能開發與個人發展
2. HBDI®高效團隊領導力
3. HBDI®高效溝通
4. 創新領導力
Other tools: Belbin
Results: Accomplishment When Project Successfully Completed
在一年的系統化培訓及結合企業內部的行動學習計劃後，學員不單轉化自身工作能力的應用，同時看到快速的成長反應在工作的成效中，例如：將HBDI®運用於團隊發展中，帶領團隊有更好的溝通，以及跨部門的協作等等。
另外更將所學傳播給360度利益關係人，不僅提升領導力的影響與說服力，另方面將所學進行有效的傳承。
4.2.3 提升卓越領導力
服裝行業，北京
Background: Challenges & Desired Outcome
一、高管的領導力需要提升，主要體現在：
1. 缺乏前瞻性，需要開闊眼界
2. 培養有創新能力
3. 部門內協作挺好，跨部門協作意識需要增強
4. 增強主人翁意識，主動尋求解決方法，尋找整合資源
二、面對集團近5年的大變革，需要快速培養出新領域的專業人員，做好人才儲備。通過標準化人才建議等，成立行業領先的行為規則，適應現代化變革。
Solution: Application of HBDI® & Other Tools
1. HBDI®個人報告，團隊報告，360°領導力個人報告，360°領導力團隊報告
2. 【提升卓越領導力內訓】+【建立領導意識與一對一教練輔導】
Results: Accomplishment When Project Successfully Completed
1. 結合360°領導力報告和前期的HBDI®個人報告，盤點了企業高管現狀，並提出針對性的領導力提升方案
2. 評估啟能等級流程的學習應用，讓高管清楚如何更好地領導90後員工，增強其主人翁意識，主動尋求解決方法
3. 業務提升：2019年電商業務銷售指標比2018年同比增長50%，2019年醫美業務計劃在人員不增加的前提下，繼續收購幾家醫院
4. 協助客戶完善領導力模型，梳理行為準則，以更好地紮根企業文化
4.2.4 G集團領導力項目
服裝行業，浙江
Background: Challenges & Desired Outcome
自1992年成立以來，G企業已從一家女裝OEM成長為一家涵蓋5個業務領域的大型企業，旨在成為服裝行業的360°全面供應鏈服務平臺。最近，G企業需要開始戰略和組織轉型，並為目標平臺奠定基礎。為了指導、推動和管理戰略變革，該計劃由董事長、總裁和人力資源副總裁發起和指導。
Solution: Application of HBDI® & Other Tools
通過培訓、促進、指導和諮詢，該計劃的第一階段成功結束。 我們使用了獨特的BEST方法，即HBDI®全腦思維（更好的思維，BEST＃1），體驗創新（最好的BEST＃3）和Haines ABCDE模型（系統和戰略思維，BEST＃2）。從HBDI®評估和匯報開始，從「企業文化與世界銀行領導力」到「績效診斷與分析」，從「系統與戰略思維」到「目標與績效管理」，已逐步舉辦了4個研習班並提供指導。同時，建立了「領導力模型」，並開始了「高級人才選拔與培訓」研習班，以啟動該計劃的第二階段。
Results: Accomplishment When Project Successfully Completed
更好地支持當地子公司進行戰略和組織轉型，在CIMS上取得重大進步：協作（特別是在國際貿易公司與工廠之間），創新和（目標與績效）管理。
Appendix: Support Document For The Case Study
4.2.5 HBDI®國內應用的其它典型案例
公司
行業
案例
本《白皮書》章節
SS
網際網路+ 教育
集團高管兩天的《高效經理人》研習營
2.1.1
PU
醫藥
GLT和GF&BOLT各半天全英文的《Optimize your Thinking Results with HBDI® Whole Brain》工作坊
2.1.2
CC
金融
集團高管的《HBDI全腦優勢應用於知己、解彼、知團隊與協作共贏》研習營
2.1.3
CB
房地產服務
銷售高管團隊的《提升顧問式銷售能力和技巧》項目
2.1.4
SR
網際網路
集團的《全腦創新計劃》項目
2.1.5
5. 附件
５.1 Resources, Platform & Community 資料庫、平臺與社區
網站
社交媒體
LinkedIn Group
☆ Whole Brain® Thinking and HBDI® for Certified Practitioners: www.linkedin.com/groups/95600
☆ Whole Brain® Thinkers & HBDI® Users: www.linkedin.com/groups/1018067
微信
☆ 公眾號：鼎鼐諮詢
☆ 微信群
５.1 Misc. 其它
CPs 授權講師
☆ Benefits 權益
☆ Greater China HBDI CPs Club 大中國區授權講師俱樂部Event 活動
Articles on WeChat Platform 公眾號文章
Newsletter 雙月刊
Whitepaper 白皮書
其它資料（僅供個人學習，版權歸屬報告製作方）
合作夥伴：
☆ Coaching 教練
☆ Consulting 諮詢
５.3 2020年國內外培訓與諮詢行業趨勢
1，2020中國企業培訓市場前景調研分析報告
1. 景氣指數和信心指數雙雙持續回落
2. 2019培訓供應商業務發展不甚理想
3. 2020企業培訓預算受外部影響較大
4. 消費型行業外購培訓需求明顯增加
5. 基礎類培訓外購需求比重大幅下降
6. 培訓成本嚴控制，在崗訓練成重點
7. 組織發展難落地，人才發展更務實
8. 企業大學需轉型，對外經營挑戰大
9. 學習設計受重視，績效支持須加強
10. 行業薪資平穩漲，職業講師門檻高
mp.weixin.qq.com/s/MmDCQ10jKUOWOqtluQxQ3w
2，Preparing for the future of L&D
l The nature of work is changing with more employees opting for a less traditional work experience.
l Soft skills like Creativity and Problem-Solving are critical for developing innovative solutions that propel the organizations will continue to invest in soft skills training to untap the creative potential of their employees and leverage their talent in innovative ways.
l L&D must take the time to understand the needs of their workforce and upskill, reskill or hire new talent when necessary.
www.nxtbook.com/nxtbooks/trainingindustry/tiq_20191112/index.php#/2
3，10 Elearning Trends That Research Says You』ll See by 2020
1. Focus on work-life skills (i.e., leadership)
2. 『Growth』 coaches, not performance managers
3. More user-generated content
4. Smarter curation
5. Daily data
6. Being braver: Culling what doesn’t work
7. Effective mobile learning – not just mobile content
8. Video, video, video
9. More self-directed learning
10. Integration and flow
www.elucidat.com/blog/elearning-trends-2018
4，Corporate Training Trends 2020
Trend 1: Actionable Coaching
Trend 2: 360 Certification
Trend 3: More Innovative Event Management
Trend 4: Personalized Learning through AI
unboxedtechnology.com/corporate-training-trends-2020
5，5 Top L&D Trends for 2020
1. Start from the Top Down
2. Support Personal and Professional Development
3. Customisable Learning and Development
4. Use the 70:20:10 Learning Model
5. Speed and Ease of Access
www.highspeedtraining.co.uk/hub/learning-and-development-trends/?nsukey=Exle5alFuTcbx1GHMr3m3%2Bgr4MIyiHEkFR6KVfRXdHo9HCi0ojv%2ByEYJS7dG16k6MjqWQ%2FPSJYxSWITG4CRHL8l2v4bklHzLm0fwWnFqOK%2Fend62nsxElIFoprSplH%2FN9KaVF8WG5tck6lnGgZQVjUSnBcM6iJFzuysgvGoxKtcsLOPEQhD0BkXhOxkxFk7MMOq1lsq%2FdZLGxluKCTFEUQ%3D%3D
6，3 biggest learning trends to watch in 2020
l AI coaching
l Self-led online learning
l Focus on soft skills
www.peoplemanagement.co.uk/experts/advice/The-three-biggest-learning-trends-to-watch-in-2020
7，Consulting industry 2020 - Trends signaling imminent disruption：
Intelligence: Historically, frameworks, models, and templates were the USP of consulting firms, but the internet age has brought about a democratization of knowledge, enabling anyone to access information and apply the best practices which were erstwhile trade secrets. There is a growing shift toward asset-based consulting – packaging of ideas, processes, frameworks, analytics, and other intellectual property - for optimal delivery through technology. This has given birth to on-demand models, where basic consulting insights are provided at the click of a button, lowering expenses, as they are spread over a longer period (usually through a subscription or license-based fee). McKinsey, through its arm McKinsey Solutions, has already pioneered this model, also referred to as 「continuous consulting」, as it provides a continuous flow of income.
Insight: Growth of strategy as a function has led to corporates building their own internal strategy teams. This has been fueled by the availability of alumni of prestigious consulting firms. McKinsey alone has 30,000 alumni; alumni strength of the Big Three combined is approaching 50,000. This alumni is hired by corporates』 strategy teams and are able to extract the best terms of engagement, being insiders to the management consulting practices. Additionally, the management consulting process has become less mysterious and more transparent as training programs and other material provide the required tools for corporates to implement insights, eliminating the need to hire a specialized consultant.
Specialization: Today, any firm can consult sector specialists without engaging big consulting firms and paying for the entire consulting package. Learning networks, like GLG, vet experts similar to how consultancies like McKinsey would, before hiring them to answer clients』 questions on an on-demand basis. Demand for this service has grown healthily: in 2008, companies spent less than USD100m on expert learning networks. By 2017, this number had stretched to USD800m. Integrity Research estimates that spending will exceed USD1bn before 2021.
Implementation: Boutique firms and freelancers are starting to outperform mainstream consultants, with little to no overhead fee and clients favor their specialization over general consultants』. Eden McCullum is one such provider, offering its clients access to a large network of senior, highly experienced, independent consultants. Here, clients benefit from value, flexibility, and control, as they get to select consultants they want to work with. This model is referred to as 「collaborative consulting」, as it involves regular collaboration with consultancies in the network. It also results in low fixed and high variable costs. Market research companies (such as Gartner and Forrester) relying on data-driven and analytics-enabled consulting, and database providers like IMS Health, are also eating into the profits of traditional consultancy firms. Some of these modular providers are extending their own boutique consulting services, offering advice based on research they specialize in.
www.acuitykp.com/blog/consulting-industry-2020-trends-signaling-imminent-disruption`
8，6 global trends shaping tomorrow’s business strategies
l Empowered humans
l Connected world
l Organisations reimagined
l Supercharged relativism
l Pervasive sustainability
l Augmented living
implementconsultinggroup.com/future-business-trends
9，Consulting
Ø Intellectually stimulating work
Ø Collegial work environment
Ø Career diversity
Ø Geographic freedom
Ø You can be your own boss
Ø Good pay and bonuses
Ø Great perks
Ø Pride
Ø Good jumping-off point.
Ø Long hours
Ø Frequent travel
Ø Rejection
Ø Long path to partnership
Ø High pressure and stress
Ø Continuing education
Ø Conservative culture
Ø Lack of diversity
www.vault.com/industries-professions/industries/consulting
10，Finance 2020 Closer than you think
l Identify areas for digitisation and automation
l Maximise digital investment.
l Optimise collaboration with the wider business
l Embrace change
l Create a competency framework
l Perform a gap analysis
l Create a talent pipeline and invest in professional development
l Establish attraction and retention strategies
www.roberthalf.com.au/research-insights/finance2020
6. 後跋：弄潮逐浪，揮灑未來
在人類歷史上，2020年必將註定是不平凡的一年。不期而遇、蔓延不斷而又讓整個地球幾乎束手無策的新冠疫情，加上世事難料、洶湧澎湃的國際形勢的動蕩以及對未來憧憬在空頭氣氛益發瀰漫情形下的進一步不確定性，這一切的一切，給我們帶來了太多的艱難、無奈、掙扎和反思。
基於鼎鼐諮詢一路以來堅定不移秉持的使命、價值觀和定位，
結合近年來正在實現的戰略轉型，
我們在此向大家奉獻這本"HBDI應用與案例"《白皮書》。
應對不確定性，"弄潮逐浪"，我們踐行1個目標、2個思維、3個工具、4個步驟（參見今年３月"活下去、好起來、更美好"的《白皮書》）：
Better Thinking for a Better World！讓我們攜手同行，共同用"更好的思維創造更美的世界"。
以上為本期「HBDI®的應用與案例《白皮書》」之內容。白皮書三期內容已全部發布，可在「鼎鼐諮詢」公眾號內查看！
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