3CP Formula

Yellow Compass 3CP Formula Higher Performanc

This simple formula enables organisations to establish an integrated high performing cross-functional approach creating new opportunities and delivering enhanced benefits.


  • Compass | create a joint purpose, goals, strategy, operating model and ways of working

  • Capability | establish a common capability framework to enable aligned, adaptable and scalable skills, processes and use of technology

  • Culture | constitute an inclusive community with shared interests, values and principles




Compass: Create a joint purpose, values, goals, strategy, operating model and ways of working

Approach: For any given organisation it is imperative to create a compelling vision. This gives people a sense of direction and purpose they can engage with and thereby deliver more effectively. Ideally, the functions conduct a strategy deployment event to explain, review, challenge, debate and refine the established goals, strategies and operating models. Then they address the questions below with an aim to create a joint strategy and aligned operating model for a cross-function approach with a clear understanding of scope and exceptions.

Address following questions:

• Where do the existing functional visions, strategies and operating models align, differ or contradict?

• What are the commonalities among the various customer group expectations and feedback?

• What are the current performance targets and measures?

• Are there common challenges or problems?

• Are there areas where functions could benefit from each other?

• What would a joint operating model look like?

• What are the existing sourcing models, and are there overlaps?

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Capability: Establish a common capability framework to enable aligned, adaptable and scalable skills, processes
                  and use of technology

Approach: The compass is now set, the strategic roadmap defined and the key stakeholders bought in and aligned. Now the business functions, processes and services need to be assessed to get an understanding of their effectiveness and whether they are meeting business needs. A common service management framework needs to be defined and deployed. The required functional, technical and leadership competencies need to be formalised. Ideally, this is achieved through a holistic capability framework defining all required skills, the targeted maturity level and how to develop or source these capabilities. A formal workforce and technology capability assessment should be conducted to obtain a baseline and identify the gaps. Finally, functional and individual capability development plans can now be created and implemented to close these gaps. 

Address following questions:
• What are the required competencies to deliver the (new) vision, mid- / long-term goals and strategies?
• What capability framework is required, and what are the options to develop new frameworks or consolidate existing ones?
• What sourcing models are in place, and are there opportunities to optimise them across the functions?
• How does the existing workforce measure up against the targeted capability requirements?
• How could Centres of Excellence / Communities of Practice benefit all support functions and accelerate the cross-function journey?
• What industry capability framework could be leveraged and/or adopted (COBIT, Prince2, CMMI, ITIL, DevOps, SFIAplus,  etc.)?


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Culture: Constitute an inclusive community with shared interests, values and principles

Approach: Culture can be defined by the lived behaviours and values of people in an organisation. A high performing and empowered workforce can only flourish in a supportive and healthy environment. Hence, it is vital to create the right conditions for people to engage, “speak up,” participate, develop, share and perform. Staff will likely provide discretionary effort if they believe in the vision and if they trust the leadership. There must also be an element of social and fun activities, adapted to the generations, to create an engaged and collaborative workforce. A healthy culture will naturally enable a customer-focused work approach and a higher collaboration across all support functions and geographies. Last but not least, a clear job progression path, a transparent talent management and succession process, secondments and job rotation opportunities will ultimately ensure that valued employees can continuously enhance their skills, progress their careers and be retained.

Address following questions:
• What are the current values, diversity rations, ways of working, and operating principles in the functions/organisation?
• What is the workforce currently concerned about, and where do they see opportunities?
• What excites them about the organisation and  function(s) they work in?
• What is the current staff communication and engagement model, and how is it performing?
• Is there a clear talent management, succession process and development plan in place?


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