Uncovering Latent Knowledge
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360° in 3D
Communicate in vivid 3D! Our 360° feedback tool, the DF-360°, provides dynamic performance feedback to enable people to do more than they thought possible.
People receive targeted insight from people all around them (supervisors, peers, and staff) on specific competencies and over a set period of time–a systemic “snap shot” or balance sheet of individual performance.
Completely web-based, secure, and drawing all that lightening-quick power from cloud computing, our DF-360° can be fully customized to your organisation’s precise needs.
The DF-360°’s intuitive web-based ergonomics allow people to provide qualitative and quantitative feedback easily. Each user receives a detailed report that serves as a tool for high-impact personal development and that has integral links to the organization’s performance.
Don’t keep it to yourself!
How many times have you wanted to share critical insights but were afraid that the person wouldn’t understand?
How many times have you decided that it just isn’t worth the effort or the potential risk of telling people what you really think about their work?
What if you wanted to give feedback to your supervisor about what she did that enabled you to do great work or what she did that made you mind-numbingly frustrated?
Most of us choose to just keep such thinking to ourselves. What a pity! What a lost opportunity!
Our DF-360° enables you to share feedback to enable super-charged performance improvement.
“An intellectual is someone who has found something more interesting than sex.” Aldous Huxley
What if talking about work was as fun as talking about sex?
What if the exchanges we have with colleagues were a rich tableau to provide the precise knowledge we need right when we need it. What if we could see what everyone was thinking?
What if the social incentives of Facebook were transferred to the workplace so that we could give and receive feedback on every aspect of our work in real-time?
It would drive us to give more feedback so that we receive more feedback and this would increase our performance because, after all, we want all our colleagues to give us good feedback.
Now that truly is a brave new world.
Our tools create dynamc performance enhancements for whole organisations
While people talk a lot in organizations we know that too much of that communication concerns the mundane and the absurd. Meetings become platforms for motor mouths and super-egos. Supervisors focus on tasks rather than impact. Peers focus on gossip rather than success. Our own staff seem to misinterpret and misconstrue and so we find ourselves focusing on tasks rather than impact, falling into the same pattern our supervisor uses and that drives us crazy. We get trapped in this powerful organisational dynamic. These dynamics are ridiculously common.
At Avvalora, we believe that the latest technologies and their innovative use allows organisations to leverage the most common and misused resource, interpersonal communication, toward understanding individual and collective value, knowledge, creativity, sweat and tears, and contributions to organisations that we would believe in if it would only believe in us.
That is our aim. Our suite of feedback tools enable people to uncover their organization’s latent knowledge and leverage it toward dramatic increases in individual and collective performance. More than that, our tools tap into the social power of wanting to know what people think about our work–we want to know what people really think. This drive to know what people think and satisfying this need in a public, competency based organisational communication tool drives performance.
Our foundational thinking rests upon recognizing organisations as particular social systems. Organisations are awkwardly constrained by hierarchies based on roles, responsibilities and intense loci of power, by the markets and contexts in which they operate, and by fluctuating resource availability. They are awkward in that similar constraints exist for all of us in all parts of our lives but outside of the workplace these constraints are much more varied, nuanced, fluid and dynamic.
We aren’t simply innovative, creative software geeks. We are managers. We know first hand what works and what doesn’t in organisations. Our team has worked around the world, for public and private sectors organizations, from dynamic management and leadership development to multimedia content explosions–all of which is defined by our capacities to get people to think differently. We strive to poke and prod, to challenge assumptions, to pick apart the seemingly obvious, and to get to the core of what makes people perform in complex organizations.
Technology moves at lightening speed. How we manage organizational dynamics needs to move just as quickly.
How do you ensure that insights, experience, innovative thinking, and raw knowledge are leveraged toward success with the lightening efficiency technology allows? This is not about intricate databases. We’ve been there and done that; Enterprise Resource Software has organized “back end” knowledge just fine. What about all that “front end” knowledge? What about all the chatter that goes on in meetings and hallways, snippets of verbal feedback that seem to disappear in the ether? What about all those things that go unsaid? What about all those clunky e-mails that are never read? What about all that gossip that spins and spins but never goes anywhere? Why is that so many of us know what doesn’t work, who doesn’t work, and while we are happy to complain about these in the break room, we never seem able to actually create real, sustainable change?
Out approach to communications technology recognizes the systemic chaos associated with how people convey messages in organizations. We provide a suite of “bespoke” tools that enable qualitative, “real-time” feedback in ways that ignite deep insight and that get people to recognize what they do well and what they should do better.
Leveraging technology towards improved performance
Our tools stop the chatter and pump up the power of interpersonal communication. They unlink performance from uncomfortable boss-subordinate conversations or cumbersome HR performance feedback forms to organisational-based social dynamics that constantly drive ever escalating levels of individual performance.
360° feedback is a tested method of improving performance and job satisfaction. Responses to a questionnaire, provided via our web-based internet solution, enable staff see themselves as others see them.
Generally, 8 to 15 people provide the feedback. People who are familiar with performance of the individual are invited to answer a simple, secure questionnaire, with the promise that their replies will be kept anonymous. Responders rate the individual on the skills most valued in their organisation. They also provide comments in their own words. The resulting report encourages the individuals being assessed to capitalize on their strengths and points out areas to make changes.
This tool is customized to each organization’s unique needs and is based on the specific terminology used to establish the behaviors, skills, attitudes and values that guide individual and collective performance. We integrate it fully with existing performance management systems and other competency-based systems that may exist.
Most 360° feedback programs are strategic initiatives. They are designed to support increased competitive advantage, development of leaders, increases in productivity, improved morale and job satisfaction, and retention of high-performing staff. Such programs often begin by assessing the senior leadership, then migrate to managers and front-line staff.
360° feedback is used to support initiatives in performance improvement, continuous improvement, the learning organization, kaizen, total quality management, quality circles, process re-design, and re-engineering.
Our 360° Feedback tool (DF-360) draws on the leading thinking in organisational dynamics and can be customised to meet an organisation’s precise needs:
Leading Thinking: We approach 360° Feedback as an advanced systems tool that enables organisations to tap into the natural dynamics that promote individual and collective performance.
Fully customized: All questions, inductors, branding, and colour schemes can be fully customized using a simple interface and supported by our design professionals.
Detailed Reports: Our reports are designed to be a tool for your ongoing development and performance. Easy-to-use with detailed graphs and qualitative data organised according to your organisation’s competency framework and/or performance management system, these reports aren’t meant to be a “one off” but can be used repeatedly over time to determine exactly what you do well with some cohorts and how you can apply this knowledge to different contexts.
Cloud: All tools can be accessed anytime from anywhere and using any internet-enabled device. By using the latest cloud technology, we limit device processing needs to make data transfers lightening fast.
Secure: Software architecture and processing resides in our secure server farm to maximize system integrity and security and to avoid system integration problems. All user data is secured at individual and collective levels with used based password security.
360° feedback needs to be tailor made to our unique environment. The UN is an inter-governmental system of organizations whose complexity reflects our missions and mandates–we are working to solve humanity’s most thorny and persistent problems. Off-the-shelf, commercially-oriented solutions not only don’t work for us; they are insulting. Avvalora recognizes our complexity and draws on exceptionally broad experience with the UN System. Finally! An organization that understands what we need.Robert Chinwase
United Nations Agency
Based on an organisation’s competency and performance frameworks, this tool enables people to give regular, anonymous feedback on ongoing projects and work. A simple desktop interface (Dashboard) lets users select a range of actors from whom they can seek and receive feedback and the Dashboard then prompts these people to provide feedback as requested. You can set the number of questions, the mix between quantitative, ranking and qualitative content-rich questions and perform a range of analysis on feedback collected over time.
For example, let’s say you just gave a presentation to key stakeholders. You want to know what people thought not only about the content of your presentation but how it was delivered, feedback on what was said in the meeting and what wasn’t said. You want in-depth performance feedback immediately so you can craft your next steps and change your approach to ensure that you are driving the process forward. It gives a precise communicative record of what’s working and what’s not and enables project leaders to adapt to new opportunities and challenges as they appear. People can use the Dashboard after a meeting or after a key deliverable sand get feedback from a set list of users.
We have a cool dashboard that can be deployed from your desktop, phone, tablet, or any other internet device. You can go in at any time and get constructive, detailed, competency based feedback on projects, meetings, on just about anything that you do. That type of “real-time” feedback is pure performance nectar–it brings the systemic nature of organizational dynamics to your fingertips.
Our projects involve countless actors who have sometimes competing agendas and needs. Managing these projects requires constant competent feedback and yet we don’t want to have a hundred meetings to tease-out this feedback. Avvalora’s Dashboard give me constant, relevant and insightful feedback on what we’re doing well and what needs to change. Brilliant!Mike Rouchet
Because our tools work with a constant flow of interpersonal feedback organised against competency frameworks and other common performance metrics, we are able to discern systemic patterns of behaviours and attitudes across an organisation.
This is often called “organisational culture.” In fact, it is not as fluid and complex as the world’s cultures. Organisational dynamics are super-simple compared to these. However, most organisations don’t pay much attention to these dynamics or think that they are so “organic” to resist practical change.
Actually, organisational dynamics are quite simple to change and to align with common values, goals, and ways of working. To do so, you need to understand the relevant organisational dynamic patterns.
Our tools give precise insight into these patterns how they work and how they change under different conditions.
International and Multidisciplinary Team
In addition to managing our team and business, he is an idea-generating dynamo, flooding our offices with new and unconventional thinking about what is possible. He continuously encourages us to flesh out the possibilities where the new social technologies and organisational dynamics intersect in order to create practical, world-bending tools. While CEO is his title, he should really be called Idea Generator In Chief.
He builds on over 15 years experience as a manager and serial founder of a number of technology as well as non-tech organisations. Industries he has worked in have included film production, real estate, online media and web publishing, and IT. He is also an inventor and patent holder, and treasures everything he learned during very early employment as a BMW motorcycle mechanic and a mountain Search and Rescue operator.
He attended the University of Pennsylvania as a “University Scholar”, conducting research in anthropology.
He was born in Germany, raised in France, is a dual national (Italian and US). He speaks Italian, English, and French.
Pawel is our development guru. The man harkens back to the good old software development days when you just needed to shove pizzas under the door of a monitor lit room and let the code junkies plug into endless streams of code. he still does that, although he prefers a bit of good foie gras and Belgium beers to pizza. As his tastes have improved from cardboard level pizza, so to has his sophistication in coding. We aren’t talking about the plug-and-play solutions that crowd most software and web-based development. This man regularly goes onto sites, hacks in, and fixes code errors in his free time.
He manages all of our software and other technology development. In addition to being a master coder, he manages our software development team to ensure that our vision can be translated into good functional tools.
He is proficient in various languages, including sh, Ruby/RoR, Jquery, perl, PHP, Python, and custom kernel module development in C, amongst others. He is a master architect in Sun (Sparc to Sunfire), Linux, F5, NetApp, IBM, Extreme Networks, CISCO, Juniper (Netscreen, M), XEN/Vmware, MRV, IXIA, Ericsson (CDMA2000, HDR, LTE), Eastern-Research DACS, Brocade and a master software interpreter in GNU/OSS, Oracle (RDBMS, AS, RAC), Mysql, Veritas (VXFS, Netbackup), Rational (Clearcase, Clearquest), CFEngine, Legato NetWorker, LAMP, Ruby On Rails, and Drupal CMS.
He was a network engineer for Qualcomm/Ericsson where he worked on a range of international projects.
He has a BS Computer Science, Kansas State University.
Dorian is our organisational dynamics master. With twenty years experience in management and consulting roles in the financial, electronics, automotive, technology and public service sectors, he brings a unique perspective as both a “front-line” manager and a theoretician. He focuses on the organisational and social dynamics that impact how we work together.
Dorian works with leading clients including Dell Computers, General Motors, UK Inland Revenue, Cabinet Office, Royal Bank of Scotland, Ford Motor Company, GoldmanSachs, 3M, Granada Learning, Coutts & Co., CitiGroup, Microsoft, the Organisation for Economic Cooperation & Development (OECD), Scottish Executive, African Medical & Research Foundation (AMREF), and the British Council, among others.
Recently, he has built a practice with the United Nations, focused on management development and organisational performance. This includes strategic counsel and advice, results-based workshops, targeted management and leadership training, and independent evaluations. He has worked with the United Nations (UN/DESA), United Nations Framework Convention on Climate Change (UNFCCC), United Nations Food & Agriculture Organisation (FAO), International Labour Organisation (ILO), United Nations Educational, Scientific & Cultural Organisation (UNESCO), United Nations Relief Works Agency (UNRWA), United Nations Children’s Fund (UNICEF), World Food Programme (WFP), United Nations International Training Centre (ITC), United Nations High Commission on Refugees (UNHCR), United Nations Volunteers (UNV), United Nations Development Programme (UNDP) ,Office for the Coordination of Humanitarian Affairs (OCHA), and International Fund for Agricultural Development (IFAD), amongst others.
Dorian was Chief Development Officer of the software company ITM Solutions Ltd., a “green field” initiative with Dell Computers and Walsh Western International. Dorian managed operations from inception and built a team of 35 that delivered to time and budget. He oversaw the trade sale to Dell upon completion of outbound logistics software that managed simultaneous delivery networks.
He was Vice President, Organisational Development, at MG Capital LLC, a global private equity firm that conducts “roll-ups” of 1st tier suppliers in critical manufacturing supply chains. Dorian was responsible for post-acquisition reorganizations and human resource strategies in the automotive and electronics industries. He led over half a dozen reorganizations in partnership with Ford, Chrysler, GM, Motorola, and 3M among others.
Dorian has founded and operated a number of organisations, including a company that pioneered on-line consumer behaviour modelling, a Fair Trade global trading platform for indigenous craftwork, and a development programme for Afridi & Angell, one of the largest law firms in the Middle East. For his sins, he did early stints at McKinsey & GoldmanSachs.
He has written broadly on management development and organisational development including recent articles in T+D Magazine. He is working on two books: Cowboys & Academics: Who Will Lead the UN for the Next 100 Years and The Art of Organisational Dynamics: The Joys, Sorrows and Mind Numbing Frustrations of Working with Other People.
He has a BA from the University of California, Berkeley, and a MA from Harvard University. A native English speaker, he has a working knowledge of Arabic, French, and Italian. He is an active member of the Academy of Management and the European Group for Organisational Studies.
Deborah takes what we develop and finds organisations in need. We know that every organization needs our suite of tools but Deborah knows it is a bit more challenging than that. She works closely with our customers to make sure that our tools are adapted to their precise needs and that other organisations can benefit from our innovations.
Working with diverse clients and ideas to uncover latent knowledge
We are proudly based in Rome where the history and art that surrounds us keeps us inspired and humble.
If you are in Rome on business or holiday, drop on by.
As always, giving us a call or dropping us a line to learn more about what we do is greatly appreciated.
Via Ambrogio Contarini, 7
00154 Rome, Italy