We discovered 6 fundamental elements for a successful change approach. These elements connect the business and people side and form an integrated approach. The way these elements are put into practice depends on the context of the organization.
Change needs energy. Ideally, this energy comes from urgency “we’ve got to change!” combined with excitement “we want to change”.
Listening, looking, feeling, dreaming and understanding are all crucial elements, as well as being deeply connected to customers, colleagues, stakeholders, society and the environment. If your mind is open, urgency will be felt and opportunities will present themselves. Read more
Focus is needed to direct the energy and excitement in the right direction. What are we going to do? What are we not going to do (any more)? Discover the purpose, vision and core values and then formulate and translate them into a crystal-clear strategy. How the vision and strategy are brought into being is at least as important as their content. Urgency, excitement, purpose, vision, core values and strategy are communicated in an inspiring ‘change story’. Read more
Change is also about design. Does the current organizational structure and governance enable the implementation of the newly defined vision and strategy? Have our people got the right skills? Can we develop them? How do we balance the short with the long term? How do we keep business going during the change process? How do we adapt to new insights and opportunities as the change process progresses? Read more
You don’t change for yourself, but to deliver added value for employees, customers, stakeholders and society. Inspire them with your change story. Why the change? What is changing? What results will the change deliver? Share the purpose and build the community, both within and beyond your own organization. Read more
To be successful, change needs to be maintained and supported by more than just a small group of frontrunners. Commitment is needed from both leaders and staff. The desired changes mustn’t only be in their minds, but also in their hearts and their hands. It’s important to enter genuine conversations with employees, to discuss resistance and to build trust. Starting small and learning by doing are crucial. Read more
Finally, the change must be anchored, and employees helped to take ownership of it. Responsibilities and powers must be put where their impact is the greatest, close to the customer. Learning via short cyclical feedback loops is essential. A culture is being created where mistakes are useful learning tools and successes are celebrated. The agile way of working has arrived. Read more
Organizational change is not a goal in itself. Organizations change to improve results. We have supported our clients in achieving substantial improvements in financial value on the one hand and in value for customers, employees and society on the other.
The first step in thinking about organizational change is to know the status of your organization regarding the process of change.
Methods, tools & inspiration
We believe that the result of a change process depends on both the quality of the content and the acceptance of it. Therefore, our methods pay attention to building the content with a broad group of leaders and employees, as well as some clients and other stakeholders.
We have extensive experience putting scientifically based methodology into practice, for example in:
- Developing vision, strategy and a road map
- Implementing the Agile Way of Working
- Aligning the development of leadership (teams) with the change process
The tools we use are inspiring, create shared experiences and provide exceptionally good content.
- Gallery Walk: the outcomes of an analysis are exhibited in a gallery, creating an impact on both the rational and the emotional sides of the viewers.
- Stakeholder dialogue: a live dialogue is held with stakeholders, such as clients, employees or even competitors, about the various aspects of the change process. An exercise in listening.
- Change story (telling): leaders and employees develop and pitch a change story in which the why, how and what of the change is explained.
- Large scale interventions: discussions are held with large groups of employees (sometimes in different locations) supported by (online) technical solutions to create broad acceptance of the change.
- Games and simulations: a game or simulation helps the employees to be aware of their behavior and to experience the new way of working (link naar andere deel van de website)
- Maturity Scan Change: insight is created, via a questionnaire, into the stage the organization has reached in the change process.
Books, Articles, YouTube
Our approach to change has been inspired by a number of ‘gurus’ such as John Kotter (The heart of change), Jim Collins (Good to great), Alexander Osterwalder (Reinventing your business model) and Simon Sinek (Find your why).
Not all people learn through reading, so we want to share the following YouTube contributions: