What is your vision of the organization in a few years’ time? What goals will you have to achieve to reach that point? What needs to be changed in your business model, what processes need to be improved or added, what skills need to be acquired by your personnel so that the vision is at all achievable?

After preliminary analysis, we will help you formulate or implement changes in the current strategy, based on cause-and-effect logic. Then, your strategy will be “translated” into operational terms so as to ensure optimized balance between short-term financial goals and long-term development.

Starting with clear definition of the vision, we will help you identify the set of key strategic goals leading to its realization. Then, we make the strategy comprehensible and realizable at all levels of the organization, using the following operational concepts:

1. Strategic topics - Which key areas require progress to make the vision able to come true?
2. Strategic goals - Which goals leading to realization of the strategy do we have to adopt?
3. Measures - What and how are we going to measure to make sure that the strategic goals are pursued correctly?
4. Strategic initiatives - Which projects and activities do we intend to use in order to achieve our goals?

Strategy implementation

How to focus the entire organization around the strategy? How to make sure that 100% of all employees are working on the basis of comprehensible and attainable plans that lead to strategy execution every day?

Strategy implementation creates a unique bridge between the vision and the real world in which your business operates. Strategy is implemented via business units. Strategies of the latter, or even tasks at specific workplaces, must be integrated for the strategic goals to be achieved in an efficient and productive manner. Thus, strategy implementation can be an enormous opportunity of focusing the entire organization’s effort around strategy execution. The mission of LEVERAGE Partners is to act as catalyst to achieve a situation in which every employee can declare with full certainty:

“I understand our company's vision and strategy.”
“I know how my daily work contributes to strategy execution and what support I get in my work from other departments at the company.”

Consequently, activities at all departments and at all levels of the organization will be integrated in a single, efficient and productive system.


“If you want to build a ship, don’t drum up the men to gather wood, divide the work, and give orders. Instead, teach them to yearn for the vast and endless sea”
Antoine’a de Saint Exupery

Is leadership a set of qualities, or skills? Perhaps both? We strongly believe that you can learn how to be a leader. Nobody can drive a car, or build a home when they are born. You acquire such skills with time. It is the same with leadership. It is a skill you can develop and learn.

A leader operating in the economic reality of the 21st century must combine the qualities of a wise leader and efficient manager. He is on one hand a visionary, capable of anticipating future challenges and opportunities that appear in the environment. He understands the evolutions required by his business model and is able to adapt his business to such changes in the right way and at the right time. He is capable of taking difficult decisions and successfully encouraging people to follow the path he defines.

On the other hand, this person is a successful entrepreneur and management specialist. He has a good understanding of current needs of the market, skillfully using advanced management systems; he knows how to optimize cash flows from operations and to increase the value of his business.

LEVERAGE programs were designed to help you understand all aspects of leadership in the 21st century and develop effective leadership skills in various situations and in various business contexts.


How does it happen that some sales teams sell better than others?
What are the characteristics of efficient sales organizations? What are their distinguishing features?

How has the client changed during the recent years?
What are the consequences of these changes?
Have you noticed the change of sales to new type of client during the last 6 years?
What is the change in your behavior as a customer? How many purchasing decisions do you make by yourself, and what do you need a sales representative for? Is he an expert for you? Does he have a significant influence on your opinion, or perhaps just the contrary?
How have your sales representatives changed?
Did they change as quickly as your customers did? Are they perfectly aware of the customer’s expectations?
Do they realistically evaluate their sales abilities, or do they rather usually have “hopes” and “great relationships” without much actual effect?
Are you aware of the fact that acquiring a new client today is 8 times more expensive than retaining an existing one?
Do you know what to do to acquire a new client, and to retain an existing key account?
What is your strategy for selection and building a platform of key accounts from the group of existing clients? What is your turnover of sales representatives?
What are your costs of acquiring and deploying new sales force?
Do you know how much losing a key account costs and how can such loss be prevented?
These and other questions are asked by heads of sales and leaders of organizations that understand its role. These and other questions are asked by LEVERAGE Partners experts in the process of designing successful sales organizations.

LEVERAGE Partners deal with sales teams that care about continuously getting ahead of customers’ expectations. We continuously assess the changes in the behaviors of our accounts’ customers, resulting from civilization advances, technology progress, access to information, and we seek the best methods to increase the efficiency of all activities concerned with the relationship between the sales organization and its client.

The client that is gaining significantly more autonomy, tired of constant repetition of questions he is asked, The client who will decide to switch between suppliers much faster than ever.

Our organization will deal with adjusting your sales model to the expectations of your accounts’ customers.

Therefore, we start our work with viewing the sales organization through the eyes of its customer, checking the strength of their relationships and customer experience at the given time (underline+ link), and determining what they should be, to ensure efficient and satisfactory cooperation between the parties.

Therefore, we start our work with viewing the sales organization through the eyes of its customer, checking the strength of their relationships and customer experience at the given time (underline+ link), and determining what they should be, to ensure efficient and satisfactory cooperation between the parties.

The key moment in implementing these tools is the organization’s awareness of being its author, designed using our methodology and on the basis of our extensive best practice collection.

The guarantee for implementation of these tools is the set of appropriate actions involving managing staff so that they know what to focus on, what to require and how to work with their teams, so that the managing staff become the architects of such change.


What are the factors determining the organization’s effectiveness, i.e. its ability to achieve its preset goals?

We strongly believe that this kind of effectiveness is always the function of two components: performance of the applied business model, and the effectiveness level of the company’s personnel. The latter is derived from each employee’s competences and overall well-being. Unfortunately, the situation regarding the latter aspect is continuously becoming worse. Bad mood and so-called burnout can be recognized as the 21st century’s civilization epidemics. At the same time, even an extraordinary specialist in a specific field will not be effective in the professional area when they lack what is commonly called “life energy”.

Therefore, our innovative development programs are created not only in view of strengthening competences but also focusing on eliminating boredom, dullness, lack of focus, passive attitude, and burnout. Their expected result should be an increase of enthusiasm, commitment and the desire to live. This, in turn, will strongly increase work efficiency.


WHAT is the purpose of development and continuous improvement of Business Architecture?
How to convince management and personnel to invest in Business Architecture? Preferably through enabling them to create and improve that architecture.
Employees’ proactive participation in designing and perfecting Business Architecture gives the opportunity of merging different processes, data sources, technology and business applications. The successful competitors are not those who propose single services and products, but those who are capable of integrating them within their business model, a key component of Business Architecture. Providing unique functionalities and open-minded approach to external solutions and innovations for individual employees and internal teams - these are the main goals of the LEVERAGE ARCHITECTURE.

As a product of the technological and social revolution we are witnessing at the moment is the arrival of mature and solid Generation Y on the job market; these employees have different skills and expectations than the previous generations. Taking these into account in strategic company development, creation and improvement of Business Architecture is of key importance for competitive advantage to be achieved by the business concerned.

Most organizations that monitor their process and business indicators do implement systematic assumptions, yet proceed with this task on an island basis. This takes place without the holistic perspective or thorough multi-level analysis of index dependencies.

WHAT are the relationships between Business Architecture and the organization’s strategy?
The Business Architecture should be derived from the corporate strategy and clarify how the organization uses its potential to achieve its strategic goals. LEVERAGE ARCHITECTURE describes the baseline and provides support in decision-making at the organization as necessary to reach the target state while also describing intermediate stages. This involves advanced statistical analysis, DATA MINING and BIG DATA.

WHAT is the effect of LEVERAGE ARCHITECTURE on understanding by all employees of how their daily work contributes to strategy realization?
A core element of LEVERAGE ARCHITECTURE is a strategic business game called the BMI GAME. This type of training is designed both for managing personnel and for all employees in charge of business processes, production, logistic and maintenance processes. The uniqueness of this training module relies primarily on its universal and comprehensive aspect. Recipients may include every employee, regardless of their function and scope of duties. Participants acquire the skills of transforming their work to the organization's general goals, including strategic goals.


Every Organization, from a corner shop to a large multinational corporation, has its own unique culture. The culture determines what the Organization really is, how it treats its customers, how employees relate to each other, what behaviors at work are welcome and which are unacceptable. Corporate culture can be the basis for long-term increase of organization and permanent commitment of human resources, provided that:

There is consistency between declared and actual values and behavior models. These behavior patters that contribute to achieving the strategic vision and goals are strengthened.

As the organization consciously develops its culture, its competitive advantage may increase, satisfaction of its personnel or quality of its products may improve.


  • You are planning to implement major structural or personnel changes at your business,
  • You are creating and implementing development plans for employees,
  • You observe any problems or disadvantageous tendencies (such as a decrease in performance or personnel commitment)
  • You are managing a team that was established through a merger of institutions with different corporate cultures,
  • We suggest that you have the Corporate Culture of your Organization assessed, with the following purpose:
  • Determining the culture of your Organization
  • To evaluate which values, behavior and attitudes are essential from the perspective of personnel and to what extent they are pursued by employees.
  • Personnel’s evaluation of the functioning of core processes at the organization

3 stages of assessment:

  1. Jointly creating the tool, i.e. agreeing on the statements to be included in the questionnaire.
  2. Conducting the study - via an online platform
  3. Reviewing the data, creating the report, presentation of results

The report will include answers to the following questions:

  • Which behaviors and attitudes are most important for employees?
  • What is the assessment of those study areas that were defined as core areas?
  • Are there any differences between the perception of key areas by reporting personnel and managing staff? If so, what are these differences?
  • What are the differences in perception of the company at the specific units of organization (divisions)?
  • What are the “load-bearing walls” of the organization? What should you bear in mind while planning to implement change?
  • What builds frustration among employees? Which processes need to be improved at the company to achieve higher performance?
  • Are there any areas with performance beyond the employees’ expectations?

Research shows that only 30% of all change implemented at large organizations yield the intended result.

Experts claim that one of the key factors determining the efficiency of implemented change is the adaptation of that change to the corporate culture of the given organization.