Category Archives: Verax International

Addressing organisational maturity issues with Verax’s enhanced OTI

Verax builds research findings about different levels organisational maturity and de-railers into its Organisational Transitions (OTI) tool

October 9th, 2014.  Odiham, Hants, UK. Verax International Ltd, as part of its on going research into organisational effectiveness, has isolated factors involving maturity of an organisation that can apply to organisations of any size and any market sector. The factors are responsible for organisational ineffectiveness in terms of hindering the achievement of corporate goals, customer satisfaction, ability to change and grow, staff retention etc.

The factors will be incorporated into Verax’s organisational change and effectiveness diagnostics tool, Organisational Transitions (OTI) effective from October 8th 2014.

“It is essential for organisations to identify and deal with systemic factors, or organisational de-railers, because they can have up to three times the impact of any positive effectiveness factor,” says Keith Bedingham, Chairman, Verax International.

Keith Bedingham, Chairman, Verax International

Keith Bedingham, Chairman, Verax International

“They may exist in strategy implementation, leadership, performance management and or in organisation structure, systems, processes and procedures. It’s important to get to the root cause of the reasons they exist and address it.”

Verax’s research revolved around identifying the source of organisational de-railers. Incorporating them into OTI will enable the tool to deliver yet more sophisticated results.

Says Bedingham, “The source is typically an organisation’s maturity level. The level has nothing to do with how long the organisation has been established but more with how the organisation is managed and how it, or its senior managers, responds to external events.

“As organisations become more mature, the de-railers diminish. Organisations have to be managed in order to achieve different levels of maturity. The journey is not necessarily linear and organisations can and do shift from more to less mature levels as well as from less to more.”

And Bedingham warns, “With the economic upheavals of the last five years or so, many organisations will have shifted to a less mature state than they might have been enjoyed earlier.”

About the levels of maturity

Low maturity organisations are likely to be focused on “efficiencies”, cost savings, monthly revenues, and compliance. Risk management tends to be ad hoc. Punishment and blame when things go wrong are the reward systems.

Selection is likely to be based on “technical” skills and behavioural fit and based on immediate need. Training and development is incidental, on the job and “technical”. 360 degree tools don’t work due to low levels of trust.

Organisation structure is likely to be hierarchical and siloed.

Decision making is likely to be based on information provided by management and based on limited criteria. Senior managers appear to be more interested in their own self importance with little attention paid to other stakeholders’ interests.

The above attributes mean that immature organisations have difficulty breaking through various plateaux e.g. revenue levels, growth etc. Growth typically occurs through major external investment, mergers/acquisitions or unexpected larger sales. Organisations may not be at the same level on all factors at one time.

Medium Maturity Organisations

Here managers are thinking about at least a five year plan, new market innovations or a new business model.

Management tends to be aligned to longer term objectives. Executive evaluation is part of the culture. Stakeholders and other external influences contribute to decision making. There is common risk assessment based on understanding the causes of risk.

Learning and development becomes more sophisticated including professional use of 360 degree tools, coaching and performance management. Selection is done with an eye to the future.

High Maturity Organisations

Here the concern is to translate business value into societal value. Managers and staff are motivated to serve the needs and objectives of the Company which is being re-shaped for the next 20 years.

Diverse perspectives are sought and used. There are likely to be heavy hitting non execs on the board. Risk is embedded in daily activities, prioritised, evaluated and responded to accordingly.

Organisation structures are likely to be more complex e.g. matrix, partnerships etc. Learning is likely to be based on future organisational needs, involving a mix of approaches including 360 degree tools and coaching, directly aligned to the business aimed at creating appropriate business leaders.

Selection considers potential contribution, especially to growth, change, achievement and sustainability.

Many senior executives believe their organisation to be more mature than it is in reality. This results in frustration, poor management of change and disappointing business results.

For more information please contact Keith Bedingham on telephone +44 (0) 1256 395050 or email

Verax – OTI link:

Free seminar in London on May 23rd for Heads of Business, Heads of Business Development and Heads of HR

Aligning Talent Development with Business Strategy – A Global Perspective

            “Culture could eat Strategy for Breakfast” [Peter Drucker]

May 15th 2014. Verax International Ltd and two of its global clients will be presenting their experiences of aligning global talent development with the business strategy, at a free seminar in London on May 23rd. “One lesson to be learned is that significant breakthroughs can be made in the area of aligning talent with strategy,” says Verax Chairman Keith Bedingham. “In one case, a company won a contract worth £25m from what had originally looked like a losing position.”

The seminar will be full of practical ideas and tips from Kris Wadia, a former managing director with Accenture and now Head of Humanized Leadership [Accenture], and Martin Bushell, Head of Tata Consulting Service’s Business School.

Verax will present its integrated system that scientifically calculates the relationship between leadership and talent development and business strategy.

Verax will also demonstrate its online system that calculates a financial ROI on learning and development.

The event starts at 10:30 on 23rd May, at the Knapp Gallery, Regents University, Regents Park, London, NW1 4NS.

For more information and an invitation to the seminar, contact Keith Bedingham, Verax International Ltd, Tel +44) (0)1256 395050, email

About Verax

For more than 30 years, Verax has been researching and developing a rigorous, scientific, evidence-based methodology that pinpoints exactly what, where, when and if changes are necessary to achieve an organisation totally aligned to create its strategic objectives.

The company has worked internationally with major organisations to help them operate more efficiently – making significant improvements to effectiveness and business (revenue and profit) results.

Verax specialises in enabling clients make their strategy work, speedily and at all levels throughout the organisation.

About Kris Wadia

Kris Wadia is Founder of Humanized Leadership, which demonstrates how to lead multi-cultural teams, especially when cost-controls require management of them by “virtual” means using email, conference calls and the occasional video conference. During his tenure as a managing director at Accenture, he developed talent across 30 countries while shaping a bespoke Global Delivery Network culture for more than 150,000 employees.

About Martin Bushell

Martin Bushell is Head of Tata Consulting Services Business School. At the seminar he will explain how linking talent development with business strategy generated a £25 million contract for customer.




Verax launches PEP-Select, a new-generation recruitment selection tool that can identify rogue candidates

PEP-Select is designed for talent spotting, maximising ROI in candidates – and identifying rogue candidates.

September 10th 2012, Hartley Wintney, UK. Verax International has launched PEP-Select, a new-generation, online tool with an integrated De-railer Index. PEP-Select minimises the risk of recruiting the wrong candidate while helping to recruit those who will add value to the employer organisation.

Based on extensive research – and experience of developing organisational, team and personal effectiveness diagnostics – PEP-Select looks for adaptability in a candidate and shows how effective that candidate is likely to be. The De-railer Index identifies rogue candidates, including senior executives and other managers whose actions or behaviour could blow a business off course.

“Adaptability in a candidate is key,” says Verax chairman Keith Bedingham. “It correlates highly with on-job effectiveness, irrespective of role, and can be used across roles to help identify new rising stars in any part of an organisation. It is a good predictor of senior management potential.

“Individually or together, characteristics associated with adaptability and effectiveness drive ROI and add value. The more a candidate has of them, the better will be the value added to the business,” he says.

More about the PEP-Select De-railer Index

The De-railer Index minimises the risk of recruiting the wrong candidate, by identifying specific issues that could inhibit the candidate’s effectiveness in the client organisation.

“A ‘de-railer’ characteristic in a candidate can have three times more negative impact than a productive characteristic,” Bedingham adds. “By identifying potential problems at the recruitment stage, the index can save later costs associated with disruption and loss of contribution to productivity – or worse.”

The De-railer Index’s report displays a candidate’s specific de-railers from among a range of counter-productive attitudes and behaviour and displays the results in an easily understood colour coded format.

More about PEP-Select

PEP Select is a cloud application, meaning that users do not install it on their computers. Its cost per candidate is £45.00 + VAT, with discounts applying at quantities above 50 candidates.

PEP-Select profiles the precise behaviour, motivations and attitudes required for the results that a business needs today, while being flexible to meet the challenges of tomorrow.

Current methods have produced the following results:

Research shows that 40% of new hires leave in the first year [an average performer breaks-even only after more than two years in the job]; 43% of line managers are seen as ineffective; 80% of employees do not contribute to their organisation as needed [50% of staff could contribute twice their current value.]

PEP-Select ensures the recruiter recruits the following: those most likely to deliver the results the organisation needs; the most productive people; good team members and network builders; those who cope best with change and different circumstances; resourceful and persistent individuals; those who fit well now and as the organisation changes; those with the capacity to grow [both professionally and personally, in both breadth and depth]; authentic people who genuinely want to be effective and successful employees.

A pre-launch field trial of PEP-Select led one user – a manager at an NHS Trust – to comment, “The PEP-Select results were scarily accurate. We are delighted with the candidates we selected using PEP-Select. They are already contributing at a very high level.”

More at





Note to the press: For further information contact

Keith Bedingham, Verax International, +44 (0)1252 849300

or Paul Whitehead, Western Associates PR, +44 (0)1403 711177