Today we’d like to introduce you to George B. Lampere.
George, please share your story with us. How did you get to where you are today?
Imagine if you will, an organization that is very innovative and effortlessly adapts to change. Where co-workers interact collaboratively as a strong, unified team to solve problems and share knowledge; where business processes are both efficient and effective, enhanced by the technology, and the business lives by its core values to continually meet their financial and social goals.
I strongly believe that the success of an organization and its ability to maintain its competitive advantage is directly related to its culture. Those behaviors can be directly related to their outcomes of innovation and adaptability; problem-solving and decision-making qualities; customer and employee satisfaction; and quality of service and products.
This has been my obsession since I started business consulting nearly 30 years ago. When other companies focused on a technology solution, I decided to start my own business to focus on large-scale transformative change.
As a U.S. Navy combat veteran, I had learned the principles of leadership. In 1994, I received my doctorate and became an Organizational Psychologist. Since then, I have published two books several whitepapers on the subject of Business Transformation, and Organizational Culture and Change to share my experiences in hopes that business leaders may benefit.
Overall, has it been relatively smooth? If not, what were some of the struggles along the way?
Though many of my family members were entrepreneurs, it gave me the confidence to venture out on my own. Although, at the time, my profession and business focus was largely unknown in the consulting field. Most business leaders chose to implement enterprise-wide software as a solution rather than perform the large-scale change. What I had to offer was viewed by consulting companies and business leaders as low-value and as a means to gain employee support of the technology. One senior executive once told me that what I offered was a necessary evil. I knew then that I had to differentiate myself from the trends, buzz words, and those who claimed to be experts in the field. I made it my mission to create a uniquely different approach that would set me apart from the rest. My quest took me nearly ten years to research, develop, and field test my methodology which led to the formation of the Integrated Performance Solution®, a patented process to guide large-scale change initiatives. Although I still am challenged with educating my clients that true business transformation is more than new, technology, they are discovering that it also requires changing business processes, job roles, knowledge management, and organizational culture which incorporates my Integrated Performance Solution®. With each engagement, I continue to learn and share my innovations with clients and colleagues.
Please tell us about Navitsumo Consulting.
For twenty-two years I worked as an independent consultant supporting other firm’s projects. I realized that in order to be different, I needed a brand, my own consulting company, with my own products and services. In 2004 I opened the doors to a whole new world. Navitsumo Consulting is unique as its name. Our tagline “from possibility to reality” defines our goal, taking my client’s change vision and turning it into reality. There are four drivers of operational performance: People, Process, Technology, and Knowledge Management. There are plenty of consulting companies that implement the new technology, but very few that address the other three performance drivers. Here at Navitsumo, we define and improve the business processes that can then be automated by the technology, and align the organization’s culture to create an environment where knowledge can be leveraged. The whole is greater than the sum of its parts. As a result, projects have a much greater chance to succeed, and the business will realize greater productivity, customer and employee satisfaction, and improved quality which leads to more significant financial ROI and market share.
Navitsumo recognized the need to transfer the knowledge and years of experience from the consultants to create four stand-alone products through a licensing agreement to ensure standardization and consistency in quality. These products are: Integrated Performance Solution Strategy® for business transformation strategy planning; Principle Driver®, an organizational culture assessment and alignment tool; Quest Trec®, an organizational alignment tool, and Inteli-Edge®, a knowledge management development tool. Now, businesses can establish their own transformation organizations without the added expense of hiring outside consulting firms.
If you had to go back in time and start over, would you have done anything differently?
I have often reflected on doing things differently and the answer is no. I had to pursue my own dream, and learn from trial and error. I am still on that journey.
Contact Info:
- Address: 1921 E. Tano Lane Mt. Prospect, IL 60056
- Website: www.Navitsumo.com
- Phone: 847-794-8910
- Email: glampere@Navitsumo.com
- Other: www.glampere@glampere.com
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