CAN YOU TELL ME ABOUT THE
WINCHESTER CONSULTING GROUP?

Winchester Consulting Group (WCG) trains organizations in the Cramer’s Cube methodology. The training and consulting creates LASTING CHANGE because it actually changes the operating methods of the workgroup. Team members are empowered to construct their working environment; create a suite of solutions and TAKE OWNERSHIP in the outcome. Unlike other firms, Winchester Consulting Group empowers an organization to empower itself. Clients are provided with the necessary tools to transform the way employees work in team settings. The result is a workgroup environment that maximizes each member's contribution toward an optimum outcome.

THIS METHODOLOGY ENABLES CORPORATIONS TO REASSESS THEIR NEED FOR CONSULTANTS. BUT, WCG IS A CONSULTING COMPANY. HOW DO YOU EXPLAIN THIS APPARENT CONFLICT OF PURPOSE?

Winchester Consulting Group truly is a consulting company but its purpose is to "teach a man how to fish", so to speak. We not only provide the client with the proper training and skill development to enable proficiency in the methodology, but we also have a licensing agreement. This enables a corporate client to utilize our services for as long as we provide value. WCG's objective and the client’s are the same… self-empowerment, self-sufficiency and self-fulfillment.

TRAINING

CAN I SELECT ONLY THE TRAINING
MODULES THAT I NEED?

The Cramer's Cube training program, as well as the Client Services, is designed for maximum benefit at the least cost and minimum time. You can select any training module(s) that meet your needs. The training session can be conducted at your location or offsite. It's your call.

ARE SOME OF THE TRAINING MODULES
PREREQUISITES FOR OTHERS?

No. The modules were designed in a chronological progression of skill development. However, each module is standalone in nature. Each is designed to deliver content that has specific benefits and will produce immediate results.

CAN I LEARN MORE ABOUT A SPECIFIC MODULE
BEFORE WE DECIDE TO ENROLL?

We encourage everyone to contact us and discuss the details of any, or all, training modules. It is important that you know what will be delivered and make an informed decision. The discussion also provides us with the opportunity to gather insight and information about your needs and objectives. Although the training is modular, it is not inflexible. We aspire to make it valuable to YOU.

CRAMER'S CUBE, THE BOOK

NOT HAVING READ THE BOOK,
WHAT ARE THE BULLET POINTS?

Cramer’s Cube...

• replaces "group think" with "group do".
• transforms organizations from stovepipes to engines.
• extracts value from each and every team member.
• helps companies achieve a return on their diversity programs.
• empowers individuals - regardless of title, experience, tenure, etc.
• assures that the outer limits of possibility are considered by the team.
• can be applied to ANY business problem
  (strategy, sales, O.D., etc.).
• opens the operating environment to stimulate individual contribution.

WHY IS CRAMER’S CUBE CALLED A METHODOLOGY?

Definition of a methodology - a body of practices, procedures, and rules used by those who work in a discipline or engage in an inquiry; a set of working methods. Cramer’s Cube is a body of practices and working methods for the workgroup.

WHAT DOES THE METHODOLOGY DO?

The methodology ensures that the unique insights and talents of every individual is applied at every stage of the process, especially the phase when they "engage in an inquiry".

WHAT IS THE BENEFIT?

Adhering to the principles of Cramer's Cube ensures that the full range of possible solutions is considered prior to reaching team consensus. The ultimate benefit is that inherently diverse teams are empowered to have a measurable impact. Workgroups become unified around their objective, not by departmental priorities and cultures.

WHY A CUBE?

The Cube itself represents the expanded universe of possible solutions to any business problem or objective. By using the geometric properties of the cube, workgroups determine its properties and systematically explore the limits of its universe. The CUBE, combined with the collaboration process, draws out the unique insights and talents of highly diverse individuals working as a team.

HOW IS IT DIFFERENT?

The environment of Cramer's Cube is free from the pressure and influence of others, irrespective of title, position, experience or age. The rules of collaboration are clearly defined, enabling team members to discuss the merits of their proposals with conviction and self-assurance. Perhaps the most unique and innovative difference is that the reliance on leadership is removed, and replaced by a methodology.

DO YOU HAVE ANY CASE STUDIES TO SHARE?

• Vincent M. Cramer, the creator of Cramer's Cube, successfully applied the methodology many times, in multiple organizations in the field of semiconductor sales management and business development.
• Detailed examples of the methodology’s application are contained in the book, Cramer's Cube. Everyone can relate to universal examples such as... Apollo 13, state tax elimination and federal tax code reduction.
• Vincent M. Cramer’s next publication, Mobilize Your Refrigerator Magnets, will contain case studies of the application of the Cramer's Cube methodology to the achievement of corporate objectives.

THE AUTHOR

IS VINCENT M. CRAMER A DIVERSITY EXPERT?

No. Mr. Cramer focuses on diversity as it relates to individuals operating in a workgroup. He provides a working environment to enable the uniqueness of every individual to be recognized and utilized.

In his own words, "Cramer's Cube moves diversity from the Affinity Group to the workgroup. We empower the individual to move from Inclusion to Impact."

CAN YOU TELL ME ABOUT THE AUTHOR?

Vincent M. Cramer has over three decades of experience in leading the sales organizations of cutting-edge semiconductor companies. Although the companies were examples of "innovative thinking", the term was narrowly applied to the engineering innovations of product development. The operating methods of the organization seldom broke any new ground.

Mr. Cramer realized that the reliance on old approaches to teamwork, problem solving and organizational development could be critical constraints, resulting in organizational paralysis and individual stagnation.

Mr. Cramer, an Electrical Engineer, examined the shortcomings of team innovation as a "problem" of workgroup dynamics. Developing methods to enable team members to make significant and innovative contributions enabled his teams to succeed. The methods he developed have lead to the creation of the Cramer’s Cube methodology.

Applying the principles of Cramer’s Cube resulted in sales teams of confidence, capability and contribution. Those teams of empowered individuals thrived in a working environment that developed innovative solutions to meet non-traditional challenges and seize opportunities. Deploying Cramer's Cube had a significant byproduct. There was dramatic improvement in Recruitment and Retention.

He now trains corporations and other organizations on the application of these principles and methods.
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