Our principal partners and associates share the values of commitment and working together to find solutions for our clients. WadeMatheson establishes its reputation by the way its people interact with one another, their clients and their professional communities. At WadeMatheson, the pursuit of socially responsibile and ethical behavior is paramount.

•WadeMatheson Analytics [AN]
•WadeMatheson Quality Improvement [QI]
•WadeMatheson Higher Education [HE]
•WadeMatheson China [CN]

OUR GOALS
WadeMatheson’s goal is to help managers understand how the various parts of their organization contribute to overall business performance. Part of the process uses WadeMathesonAnalytics™, a powerful management tool that offers low cost solutions to business challenges.

The principal partners and associates of WadeMatheson HE have consulted for or executed projects in the following countries: China, Hong Kong, Singapore, Vietnam, Malaysia, India, Thailand, Indonesia, Canada, New Zealand, the United States, Australia and countries in the South Pacific, the European Union and the Middle East.

WadeMatheson HE uses WadeMathesonAnalytics and WadeMatheson QI as part of the process that provides low cost solutions to the many challenges facing senior managers in international higher education.
The principals/partners and associates of WadeMatheson HE have first-hand experience in international higher education start-ups, developing strategies and providing intelligence for institutions considering exporting higher education and identifying student recruitment strategies.

The principals/partners and associates of WadeMatheson HE have consulted for or executed projects in the following countries: China, Hong Kong, Singapore, Vietnam, Malaysia, Thailand, Indonesia, Canada, New Zealand, the United States, Australia and countries in the South Pacific, the European Union and the Middle East

WadeMatheson HE uses WadeMathesonAnalytics™ and WadeMatheson QI as part of the process that provides low cost solutions to the many challenges facing senior managers in international higher education.

Part of WaseMatheson solutions involves developing new relationships between HRM, IT and KM as a source of competitive advantage. The model of Australian Business Excellence below also guides the approach of WadeMatheson QI by identifying crucial links between innovation performance, knowledge management and human capital as gateways to improving the bottom line.

Source: Business Excellence Australia, 2003.

Further Information
E-MAIL: mike@wadematheson.com

WADEMATHESON APPROACH
WadeMathesonAnalytics™  is highly cost-effective and unobtrusive. It can be completed 24/7 via Internet access with a secure login. Organizations operating in cross-cultural environments may adapt and/or tailor the survey.

Underpinning WadeMathesonAnalytics™  is a unique judgement that assigns different weights to key survey items. Following a meta-analysis of research findings about the characteristics of HPOs, WadeMatheson devised these unique weightings.

While the WadeMatheson judgements use a 6-point Likert scale, the judgements applied to the raw data provide a far more accurate assessment of an organization’s performance dynamics. WadeMathesonAnalytics™  produces a Performance Dynamic Index [PDI), expressed as a score between 0 and 100.PDIs can be produced for:

•  The organization as a whole
•  Individual departments/divisions/operations
•  Employment classification [eg. line managers; professors]
•  Geographic locations
•  Different factors of high performance [eg. agility; leadership]

Our approach allows the senior managers of any organization to determine the scope and depth of WadeMathesonAnalytics™

Perceptions are predispositions to action. By tapping into what a workforce thinks about how an organization goes about its business reveals key insight into the realities of organizational life and the organization’s potential as a HPO.

WadeMathesonAnalytics rates an organization on one or more Performance Dynamic Indexes. These PDIs offer real-time snapshots of your organizations performance potential. More importantly, the research suggests that these principles are surrogates for actions that improve the bottom line.

Please contact Mike Berrell by e-mail to arrange an initial discussion about your organization’s needs.

E-MAIL: mike@wadematheson.com
PHONE: (+61) 0408 504 686 or (+971) 050 122 18 47

According to the international best selling author C.K. Prahalad , strategy is about stretching limited resources to fit ambitious aspirations.

Wadematheson QI process involves developing new relationships between HRM, IT and KM as a source of competitive advantage. The model of Australian Business Excellence below also guides the approach of WadeMatheson QI by identifying crucial links between innovation performance, knowledge management and human capital as gateways to improving the bottom line.

E-MAIL: mike@wadematheson.com

WadeMatheson HE offers services for higher education institution pursuing:
•  Institutional accreditation
•  Program accreditation
•  Quality improvement initiatives
•  Benchmark activities
•  ISO certificatation

Innovative approach. To involve the entire institution in the student learning process, institutions must create dynamic environments where information can be collected across the entire campus to demonstrate how all parties are involved in increasing or assisting in the student learning process.

This environment can be realized without creating new workloads or complex reporting systems. Innovation is the key to this new environment although in the pursuit of innovation, we often overlook obvious solutions..

By adapting institutional practices using dynamic assessment environments and eliminating others, institutions can devote more time to student learning and increasing academic achievement. As accountability and need for more information about learning increases, faculty and administration must harness the power of the information obtained through dynamic assessment environments. This will increase both the productivity of students and the effectiveness of faculty and programs.

As institutions weight the disadvantages and advantages of international expansion, international recognition and international recruitment, the ultimate strategic decision depends on appropriate and demonstrable information, which at times challenges even the most established institutions looking to maximize their initiatives.

Institutions must possess information for strategic decision-making and expert knowledge concerning how to leverage the information and resources. Part of this process includes developing capabilities through systems thinking to address internal and external requests about quality of the learning environment, fiscal responsibility and responsiveness of an institution’s constituents.

The principal partners and associates of WadeMatheson HE have first-hand experience in international higher educational start-ups, developing strategies and providing intelligence for institutions considering exporting higher education and identifying student recruitment strategies.

The principal partners and associates of WadeMatheson HE have consulted for or executed projects in the following countries: China, Hong Kong, Singapore, Vietnam, Malaysia, India, Thailand, Indonesia, Canada, New Zealand, the United States, Australia and countries in the South Pacific, the European Union and the Middle East.

WadeMatheson HE uses WadeMathesonAnalytics and WadeMatheson QI as part of the process that provides low cost solutions to the many challenges facing senior managers in international higher education.
E-MAIL: mike@wadematheson.com

From within Australia: 0408 504 686
From outside Australia: 00 61408 504 686
E-MAIL: mike@wadematheson.com