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:

  • If you are weary of the phrase “change is constant”, perhaps you might want to frame it like a biologist. They describe evolution as a punctuated equilibrium – periods of stability with occasional bursts of innovation. We are interested in how leaders look into the future and work out how and when these ‘punctuations’ will impact their organisations.
  • Beware the ‘burning platform’ approach to galvanising organisation. It has its place, and is popular. But it can be dangerous, creating panic and false urgency.
  • Is backwards the new forwards? Does everything have to be ‘new’? Perhaps organisations can capitalise on old ideas or their history.
  • Are managers fixated on what doesn’t work rather than what does? A focus on solving problems and removing waste is healthy. But is sufficient energy available for building on strengths?
In our work with major organisations, we help them understand where real energy for change come from? There is a powerful formula at work deep inside departments and teams:


(EC – energy for change; DSQ – dissatisfaction with the status quo; CNS – clarity of next steps; INS – involvement in next steps)


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.

  • We bring intellectual sparkle and fresh perspectives to facilitate and challenge your thinking about change and your strategy for executing it
  • We provide reality checks, and help you find the real levers for change in your organisation
  • We creatively re-frame the new reality to create belief, excitement and energy
  • We mobilise and support great transformational leadership
  • We know how to get your people through the transition intact and ready for the future
  • We can start at any point on your journey, but we always see the whole picture
  • We see ourselves as your change partners
  • We are equally comfortable working inside or alongside your change programme
  • We can match your evolutionary or revolutionary change with the right level of expertise
  • We often work with in partnership with continuous improvement experts and programme managers
  • We deploy rapidly so you can mobilise your change quickly