Products
The services referred to previously and other detailed, tailored services have practical products amounting to over a hundred products covering diagnosis, system value formation, value communication, enabling the personnel, and value-based pre/post institutional evaluation. The essential ABV products are:
Framework of ABV Services and Products
- This framework covers all the services offered by Arrowad for Building Values to institutions. It expands into a suite of services tailored for the departments and sections of these institutions.
- We offer comprehensive services to our customers inclusive of all the constituents of an organization. First, we diagnose its present situation and draw the aspired image of the system. Then, we form the system and its elements. We conduct a value-based pre-evaluation followed by designing and implementing the value communication processes. Afterwards, we enable values among the personnel. Finally, we carry out a value-based post-evaluation.
Tailored Services
In addition to the comprehensive services, we offer tailored services to various departments and sections to meet the needs of some of our clients. These services vary based on the needs and interests of each client and the scope of service. Below are some examples of the tailored services.
Service Model
All these services come in a single package. However still, clients can also request certain services separately. However, some services are interdependent, in which case one service offers only with the other. The benefits are implemented based on a flexible model to accommodate the nature and size of the target organization. The table below illustrates the stages, mission, outputs, outcomes, and the potential effect of the services.
Stage |
Service |
Mission |
Outputs |
Potential outcomes |
Effect |
First: Diagnosis |
Implicit Values |
Measuring the implicit values |
Report on the reality of values in the organization |
Real awareness of the in-house values of the organization compared to the values situation in similar organizations |
Initiating decisions to form the value system and enable it in the organization |
Measuring awareness of the values |
Report on value awareness in the organization |
||||
Measuring attention and readiness to adopt the values |
Report on the attention and readiness to adopt the values |
||||
Explicit Values |
Measuring the system components |
Report on reality of values in the organization |
Real awareness of the in-house values of the organization compared to the values situation in similar organizations |
Initiating decisions to improve the value system and enable it in the organization |
|
Measuring value awareness |
Report on value awareness in the organization |
||||
Measuring conformity to strategic matters |
Report on the attention and readiness to adopt the values |
||||
Second: Formation |
Creating the value system (Diagnosis and assessment is a prerequisite to this service} |
Analysis of the key sources |
Organizational value system |
All stakeholders are informed and aware of the organizational values. |
Positive change in relation to awareness and knowledge of the organizational values |
Developing the value system: Composing the terminology Creating the components |
|||||
Conforming the system components to the organization |
|||||
Improving the value system |
Reviewing the essential values |
Organizational value system |
All stakeholders are informed and aware of the organizational values. |
Positive change in relation to awareness and knowledge of the organizational values |
|
Developing the value system: Composing the terminology Creating the components |
|||||
Conforming the system components to the organization |
|||||
Third: Value-based pre-evaluation |
Organization wide of all the components of the organizational culture |
Assessing the organizational culture in the whole organization |
Value status report based on the new or improved system in a department/section |
A value-instilling environment |
Sustainable success and growth |
Specific to a department/section of all the components of the organizational culture |
Assessing the organizational culture in a department/section |
The supporting environment |
|||
Fourth: Communicating the Values and Enabling the Personnel |
Preparing the incubating environment |
Identifying the specifications of the incubating environment Improving internal communication Updating the policies Developing rules and regulations |
The supporting environment |
A value-instilling environment |
Sustainable success and growth |
Spreading the values |
Awareness |
Increased awareness by the personnel |
|||
Empowering the personnel |
Developing value-based training content in line the institution’s activity Designing and offering the training Developing codes of conduct Developing the practice bank |
Practices and discipline |
Values turn from mere mottos into practices in place. |
Sustainable success and growth |
|
Empowering the leaders |
Developing value-based training content in line with the leaders Developing workshops Establishing the value office Qualifying value ambassadors |
Inspiration |
|||
Fifth: Value-based post evaluation |
Organization wide of all the components of the organizational culture Sustainability and continuous improvement of performaance and impact |
Implementing the three evaluation and assessment processes (awareness, behavior and environment quality) |
Detailed report on the institutional value level after implementing the value-enabling processes |
All stakeholders are aware of the level of achieved change to personnel and organization wide due to the value-enabling programs. |
Value-based institutional culture |
Specific to a department/section of all the components of the organizational culture |
Implementing the three evaluation and assessment processes (awareness, behavior and environment quality) |
Detailed report on the value level in the administration after implementing the value-enabling processes |