The Harrison system identifies the collective potential of people across your organisation to demonstrate the behaviours required in an EO culture. By mapping relevant traits and paradoxes to each competency, we gain insight into the natural strengths and risks embedded in the workforce. This shows how readily people are likely to exhibit EO behaviours if given the right conditions and support.
Potential alone does not guarantee practice. We therefore complement the Harrison data with survey-based measures of performance: the evidence of how consistently these behaviours are being demonstrated in day-to-day work. This performance lens highlights what is actually happening in the organisation — whether ownership literacy is widespread, whether voices are being heard, whether decisions are made responsibly, whether collaboration is effective, and whether learning is being applied.
This combined perspective enables senior leaders to focus investment and development where it matters most — reinforcing strengths, addressing risks, and creating the conditions where EO culture can deliver sustainable business impact.