CAN YOU TELL ME
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
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.
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.
NOT HAVING READ THE BOOK,
WHAT ARE THE BULLET POINTS?
- 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,
- 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
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.
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
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
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
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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