Change Programmes
Every change programme is different. Until we have diagnosed the root causes of the issues we are not able to design a credible response. All programmes are designed to fit both the needs and the context of the client. Programmes can be as wide as Organisational Redesign followed by a Transformational and Transition phase to move from existing structure to a new model entirely, or as narrow as an Executive Coaching programme for key people or Values creation and implementation programme. We have many proven tools to assist us dependent upon the nature of the Challenges. Above all we have the experience and proven ability to ‘ask the right questions’ from the outset which give us strong clues as to what we would recommend.
- Purpose. The reason the business exists
- Strategies. The goals and points of difference from the competitors
- Values. The cultural motherboard which bonds the company together
- Behaviours. The day to day real activities and things which are the ‘moments of truth’ internally and externally. Where it all comes together – or not?
Whatever the problem or challenge it will relate to one of the 4 corners of this diamond. Purpose and direction have to be clear before anything can follow. The core strategies must define some aspect of differentiation – the clear paths the organisation will follow in the short and medium term. The value system is critical as it represents the motherboard on which everything runs - the principles by which the organisation lays out its cultural platform and to which it must hold itself accountable. Finally the behaviours are the moments of truth that happen second by second of every day and upon which employees and customers alike will form perceptions and opinions. Both the external and internal customer will decide, ‘we want to buy from you or we want to work with you’. These behaviours or signals will most certainly make an impact – so they had better be aligned to both the strategies and the value system. It is not much use having a flashlight in the dark that only works part of the time.
To a greater or lesser extent all organisations are moving, changing from existing practices to new practices. Some are more radical than others, but they are all challenging and hard to execute. The magnetic pull to the past is often huge and in many cases difficult for people to let go of the anchor and drift out into the open seas. This is where we have to give world class support to the leadership of the organisation to get on the right trajectory and to inspire people to follow. For many followers they can be fearful of giving up what they have done and processes they have worked with for some time. If they cannot be convinced then there is a problem within the leadership at some point.