our credentials
D4 resellers
D4 services are available both directly from Isochron and from our accredited resellers, notably:
client results
Please read our case studies and client reaction to D4.
techniques
At the heart of Isochron's services is the transfer of a range of practical techniques to business managers and PMO staff. We do this by on-the-job coaching supplemented with training so as to enable people working in "business as usual" to make change happen and to own the change.
Each of the techniques is rooted in groundwork of science and practical experience, yet is simple in concept and easy to learn. Applying the techniques challenges people to understand what their customers and stakeholders want and exactly how their organisation gains and spends money. This capability is of very special value for financial recovery.
history
In 1987 Alan Fowler and David Franks were helping managers in a Life Assurance company to describe company procedures when they noticed the difficulty people have in describing work that happens in parallel - like concurrent projects in a programme - rather than in sequential job steps. From this sprang research that, with the help of Ken Currie of the Artificial Applications Institute in Edinburgh UK, culminated in the publication of papers at the International Working Conferences on Dynamic Information Systems in 1989 and 1991.
Between 1992 and 2002 many pilots of techniques based on these insights were quietly carried out in business programmes and projects across a wide span of organisations ranging from automotive to utilities to insurance and financial services. In 2002 these were combined in a variety of combinations to produce self-checking pathways based the fundamental principle of right-to-left thinking from outcomes to causes - the D4 method - and Isochron was created to make them available to the market.
Isochron has carried out many applications of the D4 method with and for clients, initially in the private sector but from 2007 onwards in the public sector as well.
