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Sigmoid Curve Consulting Group
Positioning leaders and their organisations for success by strengthening the capability to learn, adapt, and change.
Sigmoid Curve Consulting Group is an Asia-Pacific consulting firm that excels in helping leaders and their organisations evolve, grow and transform using a variety of strategies, tools and coaching. Experts in holistic change management, we believe that your journey in life-the story of your life and organisation, can be told using the metaphor that is the sigmoid curve.
The basic premise behind the sigmoid curve is that nothing grows forever in its current structure. Structure in this instance is defined as a set of assumptions of which we base all changes on, whether in our personal lives or in an organisation. These assumptions are vital to identify and understand to make significant changes across all arenas of life and business.
This means we should try building capability in ourselves and our teams to anticipate the future and be ready to proactively lead incremental changes necessary to maintain momentum with business models. Sigmoid offer a variety of services for organisations to build capability and predict change, and to act accordingly for ensured success.
Grow your organisation’s commitment to inclusion and diversity through our team’s experience, advisory support and coaching.
Andrew Thorburn
FORMER CEO OF NATIONAL AUSTRALIA BANK & BANK OF NEW ZEALAND
Barbara McKerrow
CEO, WELLINGTON CITY COUNCIL & FORMER CEO OF NEW PLYMOUTH DISTRICT COUNCIL
Sanjay Khosla
CEO, BUNNIK LLC,
FORMER PRESIDENT, KRAFT INTERNATIONAL
Charlotte Roberts, Ph.D.
CHIEF EXECUTIVE, BLUE FIRE PARTNERS
CO-AUTHOR OF BEST SELLER: THE FIFTH DISCIPLINE
Our mission at Sigmoid is simple. We want to help people achieve positive, lasting change for themselves, their teams, and their organisations. Sigmoid specialises in frameworks and tools that help executive teams lead their organisations through change with a collective sense of ownership and commitment to strong results. Over the past two decades, we have coached a number of prominent chief executives and their teams in the US, Australia, New Zealand and Singapore to achieve greater success. Below are our key areas of expertise:
We work with chief executives, senior executives and members of executive teams who want to improve their ability to influence successful outcomes. At senior levels, the biggest challenge is often associated with getting the best out of their teams – being able to stretch their direct reports and potential successors to greater capability.
Our signature brand in leadership programs underpins the fundamental relationship between leading and learning. You can’t lead effectively if you can’t learn effectively. We place a strong emphasis on the capability for individuals and teams to realize that influence is not just about getting others to see things your way, but also developing the ability to flex your own thinking so that others can influence you as well.
At Sigmoid, we leverage our extensive global and cross-sector experience to advise senior executives and leadership teams about the organisational capabilities that are required to support the company’s strategy.
In the absence of a proper induction, over half of senior executives who are new to the company derail. This is why it’s important to be proactive when it comes to providing the necessary support for your managers who are new to the company, or being stretched into bigger or broader roles.
Our approach with assessment emphasises a partnership with those who are being assessed, rather than a clinical approach of ‘drawing blood’ and then having them wait for the specialists to return with the results. We want our assessment partners to have an active voice in the results and recommendations that we report back to the organisation.
From our very robust tool kit, we highlight that an organisation’s learning capability is directly tied to the quality of its decision making. Poor quality decisions are often made in organisations that have limited learning capability. At the highest level of learning, an organisation is more focused on making decisions today that position the business for success in the future, rather than short-term fixes that will ultimately backfire.
Harold Hillman’s unique background and extensive experience enables him to bring a rich and robust perspective to any business or public forum where the objective is to ‘open up the thinking.’
In order to share best practice or to create a learning legacy, organisations often want to document a specific journey or path they’ve taken to drive significant change in culture or business performance.
The events of early 2020 forced most companies to quickly adjust to new challenges. Now, almost a year later, many are still laboring in this "new normal" environment -- increased safety precautions, scaled-down teams and empty offices. With teams scattered geographically and connection opportunities often limited to computer screens, now is a great time for leaders to check in on their workplace culture.
Culture is the optimal performance driver. It is an unsigned contract between an organization and its employees that gives individuals license to accomplish goals and get things done without the burden of worry or uncertainty about negative repercussions. And every employee in an organization has the power to amplify or detract from its culture.
Remote work has been an adjustment (to say the least) for everyone, and its effect on our professional relationships has been just as significant as the impact on daily tasks. For early-career employees, the lack of casual conversations at work poses a considerable challenge. How does one learn best practices to succeed in one’s career when you’re working alone from home? How does one build the professional relationships that are critical for survival and advancement? On the organizational side, how does the business build a culture that supports diversity and inclusion initiatives in the middle of a pandemic? Based on our recent experience leading organizations focused on online mentorship, we believe an organizational commitment to mentorship can address all of these issues.
Andrew Thorburn
"Harold has been a significant mentor of mine for over a decade. He is strategic, insightful, caring, a great listener and extremely knowledgeable about people and change. He has an amazing personal story which everyone should hear."
Former CEO of National Australia Bank & Bank of New Zealand
Barbara McKerrow
I learned more about great leadership and high performance teamwork in one session with Harold than through any other professional training I have experienced in my career. Harold brings a unique combination of practical tools, inspirational storytelling, genuine engagement, and honest, wise counsel. Working with Harold revolutionised my personal approach as a leader. I owe him a great deal.
CEO, Wellington City Council | Former CEO, NPDC
Sanjay Khosla
Harold is an inspirational coach and helps transform teams and companies. As my leadership coach, Harold had a profound impact on my professional journey.
Senior Fellow, Kellogg School of Management, Northwestern University, USA | Former President, Kraft International
Charlotte Roberts, Ph.D.
If you need an exceptional team, not a collection of individual stars, Harold Hillman will coach your executives into an aligned force of leaders. If you desire stronger commitment from each team member, Harold will inspire them to reach for their highest potential. Harold Hillman will guide you to extraordinary performance.
Chief Executive, Blue Fire Partners | Co-Author of Best Seller: The Fifth Discipline
