2014: HOW IT ALL BEGAN – THE DNA OF A GAME CHANGERAugust 2014
We decided to create The GC Index®, following The DNA of a Game Changer Study.
Our clients were searching the market for individuals who could drive transformational change – the Game Changers. But they struggled to define who they were in terms of capabilities.
Our research aimed to answer two questions:
- Do these Game Changers exist in the corporate world?
- If so, what do they look like?
This study plugged a gap in the research on leadership by giving us a detailed insight and practical understanding of Game Changers – a special group of talent, which has the potential to transform the future.
SEPTEMBER 2015: THE GC INDEX®SEPTEMBER 2015
The GC Index® is an organometic that profiles an individual’s proclivity for making a contribution to a team and organisation.
Underpinned by a scientific framework it is used to help us understand the potential impact of individuals and create team formations that really change the game and deliver growth.
The GC Index® framework helps organisations:
- Identify the genuine and potential impact individuals will impact.
- Recruit, develop and manage game-changing talent.
- Accelerate and drive change.
- Boost individual and team performance.
JANUARY 2016: THE ART OF GCOLOGY WAS BORNJANUARY 2016
We created a world-class movement committed to fostering our core belief that “Not everyone is a Game Changer but everyone can make a Game-Changing impact.” – That is The Art of GCology™.
At the heart of The GC Index® movement are our GCologists, who are the body through which we live and breathe. We held our first accreditation session in January 2016 and are building a growing community of hundreds of accredited GCologists.
They share our vision and focus on building a world-class movement, committed to fostering the impact and contribution from everyone around the globe, whether they are a global Fortune CEO or a child in a developing country.
SEPTEMBER 2016: THE DNA OF A GAME-CHANGING TEAM STUDYSEPTEMBER 2016
This 2016 we published The DNA of a Game-Changing Team study, which focuses on how to create a game-changing team.
A good idea is not enough for an organisation to survive. In today’s digital world there is the demand to carry on with ‘business as usual’ while we challenge ourselves to invent, implement and execute creative and transformational change.
It was through this research we started to understand the composition of game-changing teams. These game-changing teams are inclusive at all levels and enable everyone to ‘potently’ contribute to the team and organisation.
- Bringing a focus to an individuals strengths in an organisational setting
- Bringing focus to developing actions that build upon strengths and impact with organisations
- Providing a language and framework for tracking change and development.
FEBRUARY 2017: THE YOUNG PEOPLE INDEX LAUNCHFebruary 2017
The Young People Index is an adaptation of The GC Index® framework, which is being used by education professionals to identify and nurture the non-academic strengths of pupils; the leaders and workforce of the future.
The Young People Index supports schools and young people in a number of ways. These include:
Improving the performance of schools and pupils
Enhancing teachers’ knowledge of the individuals they are educating
Aiding understanding of the contribution each child makes/has the potential to make
Boosting the confidence of young people
Increasing rapport between teachers and children with additional behavioural/learning needs
Helping young people make more informed choices about their future.
To find out more visit https://www.youngpeopleindex.com
NOVEMBER 2016: MULTI-DIMENSIONAL LEADERSHIPNOVEMBER 2016
An analysis of our data revealed that individuals established in corporate roles, typically, have two ‘dominant’ scores in their The GC Index®. They have an ability to ‘flex’ and can make a contribution in different ways, according to the situation.
Our data shows that all of these combinations are represented at c-level and this is the profile that defines their approach to leadership.
Recognising this multi-dimensional view of leadership brings a different perspective to the notion of organisational talent. This view shows that allowing people to play to their particular inclination in a way that a unitary view of leadership and potential does not offer the solution to this enigma in leadership identification.