Your Global Partner for Growing Adaptable Organisations

Adaptive business initiatives for accelerated growth

The Lloyd Parry Adaptive Business Model includes all the necessary elements to design, build, transform and operate businesses that are flexible and responsive enough to compete and succeed in any market.

Our Adaptive Business Model is a complete system that allows organisations to create their own highly specialized and custom solutions. This model is adaptive enough to be used to address specific client issues and can be deployed in different configurations to meet the unique challenges of even the largest organisations.

Research backed results

Our unique approach is informed by our vetted and proven Work-Climate diagnostic, Climetrics®, that identifies root issues and drives internal changes that result in a more customer-centric and responsive business.

By linking behaviours with business outcomes, we provide expert insight into organisational structures and practices that prevent people from performing and behaving in innovative ways that drive long-term, sustainable growth.

You get the organisation your design for

Adaptive Business Model


All organizations are unique. And how they react to changes in the marketplace has a direct influence in their ability to compete and succeed. Consider the chameleon. When you place a chameleon against a background it blends in. The chameleon doesn’t  think at a brain level that it needs to turn on different cells to match its surroundings. It just does.

This is not a higher organizational function, it’s a much lower function that occurs spontaneously in reaction to environmental changes.

What the adaptive business model does is apply this thinking at an organisational level so that adaptivity becomes the default response to changes in the marketplace. This allows businesses to  respond to outside pressures as quickly as possible.

Our chameleon’s name is ELLI. And it is an acronym for the different elements of our program,

Engaging and understanding customers

In a truly adaptive organisation everyone up and down the org chart needs to have a clear line of sight to customer value. And the only way this can happen is by engaging the customer at every opportunity to see where improvements can be made while learning to anticipate needs before your customers even realize it themselves.

In this context  adaptiveness becomes a workforce capability. And it needs to be supported with the right processes, the right technologies, and the right measurement. But adaptiveness, ingenuity and creativity are human capabilities and they can only work if  all employees share in:

  • Decision-making
  • Customer-facing activities
  • Customer intelligence gathering
  • Sharing intelligence with the team

Learning and sharing customer and business Information

Learning and sharing customer information internally is a crucial element if you want to build an adaptive organization. This  along with understanding what’s going on in the outside world – with competitors and emerging technologies – allows businesses to anticipate changes in the marketplace, as well as customer needs, and proactively adjust internal end-to-end business processes with deliberate planning rather than being part of a “crisis catch-up”.

When staff understand customers and share that knowledge internally across silos it creates an alignment between what companies deliver internally and the value they deliver to their customers. This makes is possible to respond quickly to the evolving needs of any marketplace.

Many organizations can do some of these. But without a truly integrated process, acting on disparate pieces of information leads to confusion rather than cohesive responses to change.

Leading and choosing new ways to better serve customers

With an adaptive leadership model in place leaders are always looking for better ways to deliver value to customers. They listen and adapt to what our customers are saying by staying connected to the customer facing staff. This is a radical departure from traditional top-down structures and is closer to the approaches of more nimble start-ups that are disrupting industries around the world.

Most larger organisations see customer service as the most important part of their sales and delivery cycle. But these are actually the very last part of the value delivery chain.  They are simply transactional relationships that push whatever products they are selling without actually considering the bigger question – Is this the product the customer wants?

This broken model is fixed when the customer-facing staff know everyone else in the organisation is there to support them they actually understand what the managers are doing, the leaders are doing, and the rest of the business is doing so that they have the confidence to speak truth to power and provide actual insight into where the market is going based on customer feedback.

  • What is the influence of customer-facing employees on the products and services?
  • What’s the influence on how they do their work?
  • Do they influence other functions and do they influence the end-to-end process?

In an adaptive organization, this is normal

Improving and changing the organisation to better serve customers

When an organisation is consistently engaging, learning, and leading it is on the path to delivering continuous value to customers as every process and product is open to revision and improvement in response to customer requirements. Aligning processes with customer needs drives growth while making the workplace better for employees as they are more engaged at every level.

Because employees in adaptive organisations understand the function and value of all departments silos are broken down and improvements are possible because increased collaborative efforts. 

This creates a system where improvement does not come about as part of a top down decree, but rather a customer-driven cycle of constant experimentation and refinement.

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Results are our deliverable

Improving customer experience is just one result of a successful implementation. Our clients regularly demonstrate increased differentiation in competitive marketplaces along with first-to-market capabilities that give them a distinct competitive advantage over others in their space.

Our approach is thoroughly supported by psychological research conducted by a number of leading universities and business schools.

Keynotes and Conferences