Being clear-sighted about change: the key to successful transformation
Q. Learning enables our clients to be more rigorous in understanding change, more precise in describing it; and more effective in managing it.
Sadly, the word is over–used. It has lost its shape and meaning. We look for better ways to help you talk about it and act on it.
Aware that change is difficult to control or predict, and often messy, we avoid simplistic theories and models. It is also best to avoid the lazy assumptions about change, and to be prepared to challenge the received wisdom. For example:
EC = DSQ x CNS x INS
(EC – energy for change; DSQ – dissatisfaction with the status quo; CNS – clarity of next steps; INS – involvement in next steps)
LOTS OF CONSULTANCIES ‘DO’ CHANGE – WHAT IS SPECIAL ABOUT WHAT WE OFFER?
Many organisations appoint internal and external agents to lead makeovers, reorganisations and transformations. They bring different skills and perspectives, often characterised as either hard (programme management, process re-engineering, technology) or soft (capturing hearts and minds, designing roles and teams, overcoming resistance and developing people).
How many changes fail or falter because the two approaches are out of sync, or, worse, in competition with each other?
We work across these boundaries, integrating expertise and creating synergy in order to help organisations make light work of achieving their purpose.