frame·work , n.

The C-P-P contextual framework represents one implementation of an organizational/operational framework, which in this case is actually composed of three underlying frameworks, one each for Compete, Protect and Perform. SDS' services include the design of frameworks that focus on specific organizational and operational areas. Our experiences with and study of frameworks allows us to support our clients in evaluating, designing and implementing high performance frameworks. Thus, framework design and implementation services are an integral part of SDS' Custom Solution Sets.

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Frameworks have proven useful in endless situations, from sports to law and governance. For example:

• American Football is played within a framework, which allows for change through agreed to modifications of game rules. If a player from the 1930s could be magically brought forward to 2006, he would likely be shocked by the sophistication of the game (not to mention the salaries), but he would nevertheless recognize the game for what it is. Many rules have been modified, retired and added to the rulebook, but the framework remains.
• American Law and governance is, at the Federal level, defined in terms of a constitutional framework, which remains in place and generally recognizable as a close derivative of the original. Just like the 1930s football player would recognize his game in its modern incarnation, a constitutional scholar from the 19th century would also recognize our constitutional framework, i.e. separation of powers, Bill of Rights, elections (although Senators were originally selected by State legislators), terms of service, etc.
• Accounting and business valuation practices represent frameworks that have been guiding organizations in tracking their financial performance for centuries. Computers from mainframes to PCs certainly impacted the practice of accounting, but the underlying framework remained. Then came the 1990s and the Dot-Com craze, when organizations changed accepted valuation models and accounting practices in ways that challenged the framework in fundamental ways. For example, when Palm separated from 3COM and went public, its share value alone exceeded that of 3COM itself, which would indicate that 3Com had a negative market value. The results of ignoring long established and validated frameworks contributed to the high failure rates among dot-com startups.

These examples illustrate the value of frameworks in providing stability under different conditions and contexts, even during periods of rapid change. In fact, it is during unstable and highly dynamic periods that frameworks provide the stable infrastructure necessary to support executive leadership and their organization. During stable periods, frameworks can free organizational leaders to lead as oppose to managing, and managers to manage as opposed to being buried in performance level details. Even at the performance level, frameworks can improve performance through effective communication of visions, expectations and performance, accompanied by effective metrics.

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In addition to developing specific frameworks, SDS can mentor internal representatives so that they can develop new frameworks and modified existing ones based on evolving conditions and contexts. The training can be an extension of the C-P-P process or a stand alone service tailored to each client's specific needs and unique environment.

 A typical Solution Set Implementation can take as little as two weeks.  In cases were a solution set requires more extensive development efforts, they can be implemented in phases.  This approach allows components to be deployed sooner, while other components are still in development, validation and testing.  Once deployed, Solution Sets can be quickly modified in response to market trends and changing business requirements.