16 Mar

Using Relational Analytics to Understand, Measure, Manage and Improve Relationships – Course in Geneva

GenevaCourseGenGraphic Edited

Relational Metrics is a statistically validated way of measuring relationship quality.

Using it, you can address organisational relationships that are hurting profitability, efficiency and productivity anywhere in your organisation’s ecosystem.

Relational Analytics is running a 2-day course in Geneva, 28-29 March, which provides the basis for full accreditation as a licensed user of Relational Metrics and enables you to join the community of practice.

You can Register here.



DAY 1: Relational Management & Relational Metrics

Michael Schluter introduces the key ideas around measurement of relationships in organisations. He and his team show how these methods enable more effective analysis and provide data allowing organisations to enhance performance and meet social and relationship reporting requirements.

DAY 2: Enhancing Performance

For you to sharpen your ideas for implementing Relational Metrics in your organisation, the team will review the use of the Relational Metrics in assignments across multiple sectors. Particular attention will be paid to the potential for Relational Analytics to increase the effectiveness of multi-stakeholder partnerships in achieving development and humanitarian goals.


9:00 to 17:00 daily

28-29 March 2017

Impact Hub, Rue de Fendt 1

1201 Geneva



Full Price CHF 1,200 (Government/Corporate)

CHF 800 (NGO),

CHF 600 (individual)

Includes lunch/refreshments



BERIS GWYNNE was an ambassador for the Australian Foreign Office before representing one of the world’s largest NGOs to the UN in Geneva.  She is also founder of Incitāre – a platform to support accelerated achievement of the UN’s Sustainable Development Goals.


Dr. MICHAEL SCHLUTER CBE is an economist, former World Bank consultant, and social entrepreneur. He co-originated the Relational Proximity® Framework. He is founder of Relational Thinking and Chairman of Relational Analytics.


JOSHUA ROSS holds a Ph.D from Cambridge and taught mathematics at two Chinese universities before chairing the Regional Board of an International NGO. He is responsible for the Relational Analytics technology platform (RAMP).


VINCENT NEATE is the CEO of Relationship Capital Strategies Ltd., and has been active in the field of corporate responsibility for over twenty years, latterly as the partner in charge of the Sustainability Practice at KPMG.

17 Feb

Post-merger blues

merger blues

LIVERPOOL/CAMBRIDGE – Analysis of mergers shows that they often don’t improve performance and value over the long run. Any of us who have experienced one will know that the mere process can bring enough stresses to cause operational difficulties to even an effective organisation.

The reasons for the failure to deliver the perceived benefit are commonly reported as unrealistic expectations or an inability to integrate cultures and ways of working. The issues are complex and often feel intangible, as different professional rationale, languages and histories compete within the new entity.

However mergers also represent an excellent opportunity to challenge traditional ways of working and address latent limitation which may have existed in either or both parties prior to merger. If this opportunity can be grasped, then the process of building new company together can be one that develops unity and resilience for the road ahead.

How then can boards and management teams improve the chances of merger benefits being realised? Is it possible to intentionally hasten the blending of cultures such that improvements to the bottom-line are delivered?

Experience shows that key relationships are critical to an effective merger, whether they are departmental, divisional, corporate or individual. The difficulty for those planning mergers is that they rarely have the tools to assess those crucial relationships and find ways to maintain or build them to make a merged organisation ‘great’.

Whilst there are many books about improving inter-personal and corporate relationships, none are actually improved by merely reading a book! The core to relational improvement, whether corporate or inter-personal, is that the parties engage with one another. Companies struggling with post-merger relationships do not need a report about how to improve the relevant relationships but rather assistance (preferably informed by both insight and the facts) to commit to actionable changes.

Tools now exist that have been specifically designed to identify and assess the Relational dynamic of organisations. Where a merger has taken place it is possible to forensically analyse the different aspects of group relationships. This allows potentially dysfunctional groups to build consensus around what is positive in their relationship, address weaknesses in a non-emotive way and deal with fundamental differences in perspective. Undertaking such an analysis will enable teams, by giving language and actionable information, to improve their interaction and performance.

Of course, as well as dealing with relational issues post-merger, it is possible to predict the relational impact that a merger may have on operations and service lines. In this way pro-active measures can be taken to make it a positive change for all involved!

This article was republished with permission of our Member Organization, Renuma Consulting.