• If you want to tip the balance of success in your favour, and move from ‘here to there’ more efficiently and effectively, this is for you! 80% of change programmes (culture, M&A, projects etc) fail, but it doesn’t have to be that way.
  • The process will elevate people’s thinking and behaviours, tap into the wealth of knowledge and creativity that exists in business to pinpoint where you need to focus attention in order to reduce costs, losses and risks and improve performance, culture and successes.
  • The outputs from the MAE diagnostic clearly highlight potential risks and failures to any business activity ( eg. project, merger or change) allowing management to take focused action to develop opportunities and realise the value in the business.
  • MAE: Management Attention Explorer, is part of our ‘end to end process’ to help clients transform their business. Our award winning MAE activity has been tested at Cranfield, is rigorous, highly engaging and proven successful.

‘’Staff Engagement and Customer Satisfaction increased dramatically to 70+% across the UK’’ . MD, Family owned Management Group

MAE: Management Attention Explorer – for the Business Journey


  • The MAE process takes some 4-5 weeks and requires very limited time investment from participants; usually 2-3 hours each during the process period.
  • The activity engages staff and taps into their energy, knowledge and innovation
  • It is cheap and delivers focused attention points for you to action
  • MAE provides the information – data and narrative – on which to take action and transform the business or project. We can help you on this journey as required.

What is MAE?

MAE: Management Attention Explorer is an effective business diagnostic to help you understand your business more thoroughly so you can drive up performance and drive down the impact of risk factors and costs of failure. The award winning process will anonymously extract and quantify the hurdles and challenges faced by any organisation or project team undertaking change or activity. The process is highly engaging, empowering and gives specific attention points for management – and staff – to act upon. It will show you ‘where to save resources and where to redeploy them’.

What does it do & how does it work?

MAE identifies, categorises and quantifies (in terms of probability and impact) risks faced by any organisational unit undertaking or planning to undertake any activity.  It does this by extracting, organising and reporting upon the organisational knowledge of risk.

Participants’ comments and feedback are anonymous, which removes the impact of dominant individuals. By taking participants through a structured interview process they will form a more complete set of potential hurdles or risks.  These risks are grouped and classified to make them manageable.  Once this is done the risks are quantified using a series of assessment cycles.

The process ‘’Identified risks that were subsequently managed using small precise surgical actions’’. COO, Investment Bank.

What is the activity and process?

The typical steps involved in the review are:

  1. Formulation
  2. Interview
  3. Assessment x 3
  4. Analysis
  5. Presentation
Figure 1

Sample outputs

Here is a selection of the outputs of the MAE: Management Attention Explorer, Figure 2 and 3  shows the numbered risks, plotted as Significance vs Mitigation

Figures 2 and 3

Because the Risks are identified and ‘numbered’, each risk can be monitored over a period of time and its movement plotted. Therefore clients can see changes and the impact their focussed efforts have (or not) had.

MAE allows clients to focus in on and attend to specifics rather than guessing, generalising, doing what’s easy or doing what one or two dominant individuals say is right. Example;

Figure 4  sorted by significance

This diagram Fig 4, shows the Significance of Risks sorted, from high (left) to low (right). The Significance of Risks (hurdles) are in blue, and the Level of Mitigation in pink.

On the right hand side of Fig 4 you can see how a client was overly attending to (or over mitigating) many risks, some of quite low significance. The green arrow shows a specific hurdle being mitigated 100%, whilst only being considered a medium/low risk. The forth risk (sorted) on the left in Fig 4 (identified by the orange arrow), rates over 90% in terms of significance, and is only receiving some 40+% score on mitigation which is a risk or negligence. Management were unaware of this risk, whilst the people were very aware and wanted to take action – they knew how and why to do it and after the MAE process, so did Management.

By redeploying resources from the right hand side of Fig.4 to the left hand side, this business was able to make significant improvements and changes by using resources they had and were already paying for.

‘’The ability to see the future opportunities and risks before you hit them is of huge value …’’   Director, Investor Relationships

What are the benefits of MAE Process?

Engage – The process is highly engaging and lives many leadership values that businesses want, it shows intention, and includes people, their thoughts and ideas, making it powerful and valuable.

Completeness – Because MAE draws from a cross-section of the organisation and the participants are lead on a deep discussion of the risks they have knowledge of, it gives a level of completeness of coverage of the risks identified which is far greater

Balance – The results are not biased by the opinion of vocal or dominant individuals, and reduces the cost of group think

Precision – Risks are precisely quantified in a way that is collaborative

Low organisation impact – The MAE process requires very little time from each participant, resulting in negligible impact on the organisation

Reliable – The results are a reliable expression of the organisation’s knowledge and therefore not only identifies attention points it releases the potential in the business to take action and add value both financially and non-financially.

Timely – MAE is executed to a defined schedule, ensuring that the results are delivered exactly when they are expected.

Risk culture – Creating a good understanding of risk at the start of the change programme helps to create a healthy and functioning risk culture and improved sense of responsibility and capability.

MAE is part of our End to End Process, which is:

  • Delphi Vision – understand what the future could look like
  • Gap Analysis – simple process to create the journey, targets and steps
  • MAEidentify and mitigate the risks or pitfalls to you achieving your success or vision
  • People Development – services and sessions to develop your key asset, people
  • Coaching – ongoing support and coaching to help develop and deliver success
  • IEI – prioritise, activate and monitor the right projects in your business portfolio

Business Transformation. Delivered.

Examples of specific case studies using MAE process:

  • Major global investment bank – $10B+ acquisition – Identified people risks that were subsequently managed using small precise “surgical” actions
  • Major global investment bank – $29B+ acquisition – Abandoned, in part, following MAE analysis
  • Japanese Asset Management Transaction – $50m – Used to assess areas of needing particular attention in a distressed assets acquisition
  • Business Event Continuity – 8000 person organisation – Helped management focus successfully on transport and logistics issues
  • Travel and Ship Handling – £5+ m – Assessed opportunities for cost reduction and growth

Working with the diagnostic ‘’Assessed opportunities for cost reduction and growth’’    CFO, Transport Business

PJ Stevens Consultant, Facilitator and Coach