Welcome to the TIPS methodology

Technology - Intellectual Capital - Processes - Strategy


The TIPS Model: An Academic Approach to Operational Excellence in Organizations

The TIPS Model, developed by Dr Glenn Agung Hole, originated in 2002 when he commenced work on a significant turnaround case for the Norwegian Government led by the Agriculture Department and the Health Department, focusing on transforming the National School Fruit organization and system. Over eight years, from 2002 to 2010, Dr Hole diligently refined the model, continually honing its precision and applicability.

In 2010, Dr Hole embarked on his doctoral studies, delving deeper into the TIPS model and its potential for organizational success. His research culminated in 2015, when he applied the refined TIPS model to the Norwegian company Sønnico, achieving remarkable process efficiency improvements. Since then, organisations and companies have adopted the TIPS model to ensure successful turnarounds.

The TIPS model's academic foundations lie in its rigorous development process and empirical validation through practical application. Dr Hole's comprehensive doctoral research added credibility to the model, establishing it as a robust framework grounded in theory and practice. As such, the TIPS model has gained recognition as a valuable tool for organizations striving to achieve sustainable growth and continuous improvement.

The ongoing evolution of the TIPS model, considering emerging trends in problem-solving, innovation, and agile management principles, has the potential to strengthen its academic standing further. Interdisciplinary approaches integrating concepts from psychology, sociology, and data science can contribute to a more comprehensive understanding of the TIPS model's underlying mechanisms and their influence on organizational success.

The TIPS model, developed by Dr Glenn Hole, has evolved through rigorous academic research and practical application since its inception in 2002. Its dynamic development, incorporation of emerging trends, and agile management principles have contributed to its effectiveness as a problem-solving and turnaround framework. Continued academic research and collaboration can further refine and enhance the TIPS model, solidifying its position as a valuable tool for organizational success in an ever-changing global landscape.

The model encompasses four key components: Technology, Intellectual Capital, Processes, and Strategy.

Strategy: As the foundational element of the TIPS model, Strategy serves as the driving force behind an organisation's purpose and direction. It encompasses a robust. Clear vision and a coherent, applicable strategy understandable to all internal stakeholders and external partners. This strategic approach allows for successfully implementing and adopting business excellence within the organisation.

a) Align digital transformation goals with business objectives: Ensure digital transformation initiatives align with the organization's overall strategy and objectives.

b) Develop a strategic roadmap: Create a detailed plan outlining the steps, resources, and timelines needed to achieve digital transformation goals.

c) Prioritize initiatives: Use a structured approach to prioritize initiatives based on potential impact, resource requirements, and alignment with business objectives.

d) Implement agile project management: Adopt agile methodologies for managing digital transformation projects, enabling flexibility, adaptability, and iterative progress.

e) Monitor and evaluate progress: Regularly track and assess the progress of digital transformation initiatives against established KPIs and strategic goals, making adjustments as needed.

f) Communicate and engage stakeholders: Keep stakeholders informed of the digital transformation strategy and progress, fostering buy-in and support for the initiatives.

Processes: The second component of the TIPS model focuses on organisational processes. To effectively support the implementation of the chosen strategy, organisations must develop end-to-end value streams that are customer-centric and measurable. This involves using standardised methods and tools that ensure the efficiency and effectiveness of the organisation's work processes.

a) Review existing processes: Analyze current processes to identify inefficiencies, redundancies, and areas for improvement.

b) Streamline and optimize processes: Implement process improvement methodologies, such as Lean or Six Sigma, to eliminate waste and enhance efficiency.

c) Automate repetitive tasks: Leverage technology to automate routine tasks, freeing up resources for more value-added activities.

d) Establish feedback loops: Implement agile principles to create regular feedback cycles, allowing for continuous process improvement and adaptation.

Intellectual Capital: The third component of the TIPS model pertains to the organisation's human resources. Employees must possess the necessary skills and training and know their organisational roles and responsibilities. Also, fostering a continuous improvement culture is crucial, enabling employees to adapt and contribute to the organisation's development. This necessitates a proactive approach to human resource management and employee development.

a) Foster a culture of continuous learning: Encourage ongoing professional development to keep employees updated with the latest trends and skills.

b) Promote collaboration and knowledge sharing: Implement tools and processes that facilitate cross-functional collaboration and exchanging ideas.

c) Leverage external expertise: Collaborate with external partners, such as industry experts, academia, and consultants, to access specialized knowledge and insights.

d) Identify and develop talent: Regularly assess employees' skills and competencies, and provide targeted training and development opportunities.

Technology: The final component of the TIPS model is Technology. Technology must support the organisation's work processes, rather than dictating the organisation's workflow. This perspective ensures that technology functions as a facilitative tool for employees and is integrated into the organisation'son's change management process. In this context, information technology (IT) and other technological advancements should be viewed as supportive mechanisms that contribute to the overall success of an organisation option.

a) Assess the current technology landscape: Evaluate the existing technology infrastructure and identify gaps, inefficiencies, and opportunities for improvement.

b) Identify emerging technologies: Research and stay updated on relevant technological advancements that can drive innovation and transformation.

c) Implement iterative technology adoption: Use agile principles to gradually incorporate new technologies through pilot projects, testing, and iterative improvement.

d) Monitor and measure technology performance: Establish KPIs to track the success of technology adoption and its impact on organizational performance.

The TIPS model provides a comprehensive framework for organisations seeking operational excellence. By addressing the critical aspects of Strategy, Processes, Intellectual Capital, and Technology, organisations can create a synergistic environment that fosters continuous improvement and ultimately drives success.

Undertaking a transformation of a corporate organisation necessitates time, patience, investment in intellectual capital (I, TIPS model) and technology (T, TIPS model), as well as commitment from executive leadership, middle management, and the workforce. The TIPS model and continuous improvement embody a mode of governance, a workshop approach, and a mindset that enhances both short-term and long-term value for clients, employees, shareholders, and society.

This transformation requires organisations to simultaneously manage two aspects: executing work processes efficiently and improving the way these processes are performed daily.

To achieve successful continuous improvement using the TIPS model, several fundamental principles must be adhered to:

  1. Secure board-level support to ensure comprehension of the continuous improvement model's importance.
  2. Engage management and all employees in development and continuous improvement initiatives.
  3. Address underlying causes rather than treating symptoms.
  4. Focus on customer perspectives and create value-adding flows while reducing waste and variety.
  5. Make decisions based on facts and data rather than emotions.
  6. Consider end-to-end processes and systems.
  7. Implement and provide training to establish a culture of continuous improvement.

Creating a culture of continuous improvement necessitates significant investment in training and fostering understanding. By doing so, organisations lay the groundwork for ongoing development. Additionally, while there is no one-size-fits-all formula for organisational design, several guiding principles can be applied alongside the TIPS model to improve performance across various industries.

These guiding principles include:

  1. Develop a clear strategy that reflects the organisation's purpose and differentiating capabilities.
  2. Align the TIPS model with the organisation's "DNA" by considering eight universal building blocks in pairs of tangible and intangible elements.
  3. Address the organisation's structure last, not first, to ensure the changes are sustainable.
  4. Optimize intellectual capital and top talent to ensure leadership talent aligns with required capabilities.
  5. Focus on controllable factors, such as scarcities and constraints, to execute and sustain the new organisational design.
  6. Promote accountability by establishing clear decision rights and efficient information flow.
  7. Adapt the "lines and boxes" to fit the organisation's purpose by considering the optimal pattern of hierarchical relationships.
  8. Emphasize the informal aspects of the organisation, such as norms, commitments, mindsets, and networks, to ensure synchronisation with the tangible building blocks.
  9. Build on organisational strengths by identifying existing practices and cultural aspects that can be leveraged for improvement.

The top executive of a company must lead the organisational transformation in alignment with the TIPS model and strategy. Although it is impractical for a CEO to manage the day-to-day details, they must actively

address significant issues and alternatives, guide the design team toward the future, and be

accountable for the transition to the new organisational structure.

Associate Professor Dr. Glenn Agung Hole

Associate Professor at the University of South-Eastern Norway, Glenn Agung Hole - Universitetet i Sørøst-Norge (usn.no)

Associate Professor in part-time at Molde University College

Dr. Glenn Agung Hole is a distinguished thought leader in the fields of Business and Digital Transformation, as well as Management Philosophy. With a genuine passion for social and environmental sustainability, he mentors undergraduate and graduate students in Norway and internationally.

As a transformational leader, Glenn delivers value through his

business and Digital Transformation, Strategy, and management expertise.

He is a highly educated strategist, proficient in the TIPS model (Technology, Intellectual Capital, Processes, and Strategy), who identifies and addresses problems by challenging the status quo. Glenn assists clients in redesigning and implementing new operating models that reduce waste, cut costs, and enhance their businesses.

Glenn has supported private and public organisations' digitalisation and transformation processes throughout his career, utilising the TIPS model focusing on digitalisation, growth planning, and risk oversight. He has been a director on numerous PMO boards and managed operations across diverse industries, including Retail, Specialist Healthcare and services, Real Estate, Supply Chain Management, and Business Process Outsourcing (Accounting, Finance, Salary, IT, and Customer Service).

In 2016, Assessit recognised him as one of Norway's top 100 young leaders.

Glenn is a dedicated lecturer and mentor in Management, Strategy, HR, Business and Digital Transformation, Project Management, and Sustainability. He is deeply committed to environmental and sustainability issues, authoring scientific articles and blog posts on the significance of sustainability in management. Additionally, he contributes to various magazines on sustainability, leadership, and the importance of inclusion and diversity.

Apart from his professional endeavours, Glenn is extensively involved in volunteer work as a director on several boards, including as an elected member of the council of the Norwegian Church and the Ecumenical Association of St. Hallvard. He also volunteers as a mentor for students at the University of Southeast Norway and the University of East London. He is the Emeritus President of Norway's Georgian Association of Orthodox Monasteries. Furthermore, he has participated in numerous bilateral dialogues between Norway, Sweden, Georgia, Ukraine, Egypt, and Russia.

Driven by a purpose to enact positive change in the world, Glenn mentors others in recognising their unique gifts and transforming their aspirations into reality, ultimately contributing to a more sustainable future.