Organisation | Culture | Team

To achieve effective change in an organisation different behavior is necessary. This kind of cultural change is not an easy thing to achieve. As an external facilitator I can offer reflection with a fresh and more distant outlook. In close contact with my clients custom-made programs are developed which follow the next steps:

1. Diagnosis. 70% of organisational change programs fail. One reason for this is the appeal of the quick fix. An effective diagnosis makes clear what is really happening in “day to day business”. The core issue and the need for renewal will be revealed. Later on we win time and most importantly we ensure lasting results.
2. The change approach. How can we ensure changes will be visible? Who can be “change agents”, willing to carry out the changes? Which issues can be handled at once - which call for phasing? Having many issues to address is often less effective than focussing on a few things.
3. Coherent interventions. Interventions will be developed matching the change approach and issues at stake. Non-coherent interventions lose effect quickly. Management Drives is an important tool in the toolbox. It creates a common, easy to learn language. Vague concepts, as culture is, can be made tangible by describing behavior clearly.
4. Embedding the change program. Clear agreements will be made about future behavior. Related to the task of a team and the individual talents. In order to implement the preferred change in the organisation effectively we look at the next steps. In what way will the organisation be able to continue the development?
5. Midway evaluation. Takes place following each intervention in order to manage the change program. It’s impossible to anticipate everything in advance. Practice will be leading.

• Improving the cooperation between two departments. “They do not speak the same language”
• Effective cooperation within the matrix organisation. “The line management decides too often”.
• Improving the effectiveness of a team. “’As a manager, my feeling is I’m the only one in charge”.
• A reorganisation with too little effect. “How do we successfully implement more effective behavior in a constructive way?
• The current culture stands in the way of progress. “How do we manage to get a grip on the existing culture. How will we be able to create behavioral changes in a motivating and realistic way”