Partners and Clients: Client Testimonials
United States Department of Agriculture
Before working with CFA we operated with leadership directives, passed down by word of mouth, from managers who often had been long gone from the organization. These directives lived as organizational myths and truths that were unquestionable. CFA's custom designed courseware had a striking impact it awakened people to the power of participation. The programs neutralized old influences and helped people let the past go. Managers and employees invented new levels of responsibility and accountability for their positions. They also gained a new understanding of the power of formal and informal leadership and being leaders in the organization instead of blindly following and then blaming headquarters.
People could see that what they were complaining about was based on a policy or practice, instituted to handle something from the past that was no longer relevant to today's business challenges. In many cases, the policy or practices were handed down by someone who was no longer there, and in some cases, dead. Undistinguished, these real or perceived barriers were major cultural obstacles to innovation and creativity. CFA's programs enabled us to distinguish and breakthrough these barriers to invent new ways of thinking about what's possible inventing a new future.
Five years later, our investment in CFA's programs are still paying dividends. Today, following a $436 million dollar capital investment, we are transitioning through a major technology shift to web-based software development techniques. Breakthrough projects, thinking outside the box, and exposing the unworkable aspects of our organizational culture have become typical conversations for the management team. We now invent the future; it doesn't just happen to us.
Steve Sanders
USDA, Farm Service Agency
May 1, 2002
People could see that what they were complaining about was based on a policy or practice, instituted to handle something from the past that was no longer relevant to today's business challenges. In many cases, the policy or practices were handed down by someone who was no longer there, and in some cases, dead. Undistinguished, these real or perceived barriers were major cultural obstacles to innovation and creativity. CFA's programs enabled us to distinguish and breakthrough these barriers to invent new ways of thinking about what's possible inventing a new future.
Five years later, our investment in CFA's programs are still paying dividends. Today, following a $436 million dollar capital investment, we are transitioning through a major technology shift to web-based software development techniques. Breakthrough projects, thinking outside the box, and exposing the unworkable aspects of our organizational culture have become typical conversations for the management team. We now invent the future; it doesn't just happen to us.
Steve Sanders
USDA, Farm Service Agency
May 1, 2002