Clients who have worked with Heinsights often site three factors as
the key to our mutual success:
1) The depth of our client relationships,
2) The consistent delivery of what we promise, and
3) The quality of our products, services and support
Our desire and ability to understand
your business provides us the basis for building the relationships and delivering the products and services you desire. Our desire and ability to work closely with you is influenced extensively by our Heinsights values:
are Number One
In our opinion, People are the most important
assets, the Foundation, of Heinsights
and all of our organizations. Processes, Tools and our Cultures are necessary to make our People more effective and efficient.
People drive our businesses; we cannot do without them! How well we consider People when we make organizational improvements,
will determine how well the improvements are implemented.
We need to encourage a systems context as we assess and plan our organizational improvements. We need to encourage
inclusive decisions (AND decisions) where our view of problems and our recommended solutions incorporate all applicable components
of an organization. We need to discourage binary only (either/OR decisions) thinking and decision making that doesn’t
look at the entire problem to be solved.
We need to be serving others, not ourselves. Our motto should be, “There is no limit to the good we can do if
we don’t care who gets the credit.” Our business strategy should reflect what our customers need, not just what
we can provide. And our strategy should reflect the relationships that need to be built to determine our customer needs. If
we can’t deliver the service our customers need, we shouldn’t be in business.
Quality is simply meeting the explicit and implicit
requirements of our customers. Our customers want the right products (content
and services), delivered with the right quality – defined by customer
requirements - provided at the right time, and at the right cost. A failure to deliver any of these components might mean
a lost customer. A sense and a desire for quality has to be integral
in all of us, i.e., quality is not just a set of specific activities; it is also a built-in desire.
Quality to us is not just doing the big things well; it is doing all things well. Martin Luther King Jr.
said it well, “If it falls on your lot to be a street sweeper, sweep streets like Michelangelo painted pictures,
like Shakespeare wrote poetry, like Beethoven composed music; sweep streets so well all the host of Heaven and earth will
have to pause and say: Here lived a great sweeper, who swept his job well.”
We are all aware that we live a dynamic world – change happens all the time and affects all of us in our personal
and work lives. Change is necessary for individuals and organizations to grow and mature, but it can be traumatic. Because
it is traumatic, we resist change (even when we know it is coming and is necessary). We cannot (and should not) stop all change,
but we can control how we react to change (our attitudes) – either we gripe and complain or we adapt and grow. And in
within Heinsights we can also control
what we change, how and when, i.e., no change just for change sake.
At work, we are driven by changes in our internal and external business environments
and by changes in technology. This change is ongoing and in order for us to remain viable we have to effectively adapt to
it. At work this may mean we need to consider changes in our business strategies, our client base, our business practices,
and aspects of our products and services. And it means we have to institute strong support for continuous education. The identification
and effective implementation of change will help us to grow and mature as individuals and as an organization. What Albert Einstein said applies to us (and our clients), “A mind that has been stretched will never return to its original dimension.”
Because our business has
driven us to develop the expertise and gain the experience in adapting to technology, process, standards, roles & responsibilities,
and cultural changes, we have helped our customers to achieve the same. As change agents, Heinsights employees must be sensitive to the Angst our customers may
feel when we recommend and help implement organizational changes. And we need to 1) Not propose change unless necessary, and
2) Recommend and implement methods for Angst mitigation with our client