Strategic consulting

It is important to determine the starting point when embarking on a business development project. Assessing the key people in the company, examining the products/services the business offers and combining these results with the company management profile gives a concrete picture of the company’s current opportunities on the market as well as its strengths and weaknesses.

Business strategy

“Strategy” has become a rather clichéd business term these days. If someone makes a statement about the future and they happen to be…

Status check / Benchmarking

Preparing comprehensive personality and behaviour profiles Evaluating individual assessments at team level makes it easier to define current weaknesses in…

Organisational development

Organisational development in 3B is basically the sum of the different business development modules selected according to the needs of the customer. They both include the Status Survey…

Training

3B training courses are tailored to the participants’ personality profiles, giving customers a whole new perspective on training. The training courses place particular…

Recruitment

In order for a company to develop it is essential to bring in new people, fresh energy and new ways of thinking at carefully planned intervals. If the company…

CV analysis system

Identify precise personalities from a CV. Enter the data in just 5 minutes and receive the results within 24 hours.

Gamification

More and more companies are using gamification, a playful solution which reflects the company’s business goals, to motivate their employees. Good gamification is not just a game, it identifies players’ personalities…

Training

T 3B training courses are tailored to the participants’ personality profiles, giving customers a whole new perspective on training. The training courses place particular emphasis on analysing current approaches to strategy and the market as well as generational trends.

Status check / Benchmarking

Status check

I t is important to determine the starting point when embarking on a business development project. Assessing the key people in the company, examining the products/services the business offers and combining these results with the company management profile gives a concrete picture of the company’s current opportunities on the market as well as its strengths and weaknesses. The status check consists of the following steps:

  • determining the senior manager’s personality type
  • determining the personality types of key people
  • determining the current products/services on offer
  • determining the company profile

As part of the analysis participants complete a test consisting of 36 questions and then attend a 2-3-hour workshop organised by 3B. From this analysis we place the company on a risk scale which shows, alongside the current state of business, the current portfolio of the company and the present number of staff, how stable the future of the company is.

This analysis enables customers to learn about their own companies and the development opportunities available before embarking on a costly business development project. Armed with this knowledge, they will then be able to decide on the direction they want the development to take.

Benchmarking

T

he basic theory behind good business development lies in finding the most valuable people in the company, even if they are not in key positions, and building the information they give to the strategist into the development project. It is important to recognise the successful people in the current business and even more important that their personality profiles act as a guideline for developers. The personality types of those who are successful in a certain area, in a certain company and with certain products/services can serve as a model for recruiting and selecting staff in the future, as this type personality type analysis is now accepted in the customer’s market. This process is completely in line with 3B theory, which states that there is no one “personality destined for success.” There are no instances where only a certain personality type can do well in a certain position. This issue depends on many things, such as location, generation, product and market. The theory based on good behaviour builds on factors of success. At the same time, it is important to define the personality type which has failed in some way so that the customer can avoid this type in the future.

3B benchmarking provides guidelines on what the criteria are for success and failure based on the behaviour and personality type of individual employees. This makes future recruitment and selection of personnel more effective for the customer.

Recruitment and selection

I n order for a company to develop it is essential to bring in new people, fresh energy and new ways of thinking at carefully planned intervals. If the company employs the 3B behaviour-based approach to motivate its employees, create products or define its business strategy, this HR process is very simple. The customer’s specific requirements, expressed in terms of personality types, can easily be met by using 3B selection. Using the desired and undesirable personality types, the 3B HR team can take over the entire recruitment and selection process.

If the customer is using 3B methodology for the first time, the process is very similar to what is outlined above. The only difference is that when creating the desired profile, the customers’ requirements are translated into 3B language. In this way, potential contradictions in expectations can be clarified and concrete ideas about future employees will be developed.

There are some common mistakes customers make when defining their requirements, for instance searching for someone who is both creative and precise at the same time. It would take a huge amount of effort for a creative person to be precise, and people who are fundamentally precise are not usually very creative. These are two completely opposite personality types after all.

The recruitment and selection process:

  • Creating candidate profile (translating customer requirements into 3B language)
  • Advertisements
  • Sifting of applications (based on 3B external features analysis, identifying the primary personality type based on the CV)
  • Interviews with candidates who have the appropriate personality type
  • 3B testing of potential candidates (determining mask and modified personality types)
  • Determining a specific, 3 pole profile
  • Professional opinion and suggestions relating to the suitable candidate
  • Professional opinion on the motivation system for the new employee

A vizsgálat során az elemzésben résztvevők 36 kérdéses tesztet töltenek ki, majd egy 2-3 órás workshopon vesznek részt a 3B szervezésében. A vizsgálat eredményeként a céget rizikó skálán helyezzük el, mely megmutatja, hogy a jelenlegi üzletmenet a jelenlegi portfolió, és emberanyag mellett milyen stabilitást mutat a cég jövőjére vonatkoztatva.

Az állapotfelmérés lehetővé teszi, hogy egy költséges üzletfejlesztés megkezdése előtt képet kapjon a megbízó saját cégéről, fejlődési lehetőségeiről, és ennek ismeretében döntsön a fejlesztés irányairól!

Business strategy

S trategy has become a rather clichéd business term these days. If someone makes a statement about the future and they happen to be the manager of a company, we tend to call this strategy. For this very reason the vast majority of managers are convinced that they are good at defining a strategy. This isn’t a problem, as the basis for business strategy is created in the decision-maker’s head. However, it is important not to forget that creating a concrete strategy is a different ball game altogether.

Creating strategy is, unsurprisingly, the job of strategists. A strategist is someone who is sufficiently far-removed from the operational side of the business but who also remains in close contact with it. Therefore, the smaller the company, the more the roles of the operations manager and the strategist tend to merge into one in an unfortunate way.

Another critical aspect of strategy is that only people with certain personality traits are capable of creating one. Managers with Ruler-Professional or Professional-Ruler personality types are able to create real strategies because they are the ones with the ability to make specific plans for the future. They can also fulfil the role of the “dreammaker”, which is fashionable nowadays, meaning they are able to create a suitable dream or concept.

In modern business, the strategist and the senior operations manager create strategy together by involving key members of staff through workshops. As a result of this, realistic business objectives are defined which can be achieved both by the current management team and on the market, and which are in line with the vision of the company manager/owner.

The 3B system provides specialist support in this process.

The 3B-based strategy creation process consists of the following steps:

  • One-to-one discussion with the customer (owner/company manager)
  • Workshop with key members of staff (4-5 hours of brainstorming, based on psychological studies)
  • Determining the complex 3B personality types of the customer and the key members of staff (following a workshop and a short test)
  • Strategic analysis (market analysis and personality type analysis)
  • Strategy presentation (one-to-one presentation of the concrete strategy to the customer)

Organisational development

O rganisational development in 3B is basically the sum of the different business development modules selected according to the needs of the customer. They both include the Status Survey, as this module directs customer to future development needs. However, after the status survey, the direction that development takes will depend on the size of the company. At multinational companies the primary focus is on fitting the CEO’s individual strategy to the company’s complex strategy, restructuring the management, developing the new team and developing the critical sales channels. At Hungarian companies, on the other hand, the focus is on developing a complex business strategy, defining sales strategy, studying the whole company (employees, products/services) in detail and ensuring cost effectiveness.

However, one common aspect of all 3B organisational development projects is that a concrete business strategy must be created before work starts, as 3B always tailors the organisation in question towards the customer’s personality, objectives and strategy.

As a result, each 3B organisational development project is different, depending on the information the strategy team receives about the customer’s personality type.

CV analysis system

Results

  • Tested on more than 10,000 CVs
  • Identifies original personality and defines main personality type
  • Provides a clear YES/NO on the suitability of specific applicants
  • Defines the traits most needed in employees
  • Describes the analysed personality in detail (3B method)
  • 92% of applicants selected for interview are suitable for the advertised position
  • Accepted by 100% of ‘short list’ customers

Basis of the analysis

  • Compares content and format
  • Compares standard formats with personality type characteristics
  • Personality-based hobby analysis
  • Personality-based career path analysis
  • Checks social media presence (based on photographs, date of birth and location)
  • Checks date of birth (social and sociological codes)
  • Checks the generational factor (economic and social environment)

Basis of the analysis

  • Enter data into the 3B CV analysis system (upload 5 items + CV with photograph – approx. 5 minutes)
  • The data is automatically analysed at the 3B CV analysis centre
  • Receive an analyst’s evaluation for complex personalities (all personality traits at the same level)
  • Individual consultant evaluation is provided upon request in accordance with the compliance guide for the job in question
  • Takes no more than 24 hours

Gamification

M ore and more companies are using gamification, a playful solution which reflects the company’s business goals, to motivate their employees. Good gamification is not just a game, it identifies players’ personalities and motivates them too.

STAGE is based on 10 basic personality questions. These identify the player’s/worker’s personality, which will not change significantly over the next 6 to 12 months. Current gamification products only try to identify behaviour, but this is risky because participants may show their mask, which can change significantly from one day to the next. They’ll get bored of the game and then view it as a burden. Gamification.3B identifies personalities through 10 questions and the primary personality type can be identified with 100% accuracy. Generational factors are also taken into account.

STAGE plays with the 3B personality types, so players are also categorised as Rulers, Self-realisers, People-centred or Professionalists. It explains these categories in detail, allowing players to receive proper business-related feedback on their personalities.