Our clients often have new ideas that they wish to see come alive, strategies for becoming sustainable that they wish to see translated into action and performance.
This desire often translates into a "change project" of one kind or another – business or process improvement, product or service innovation, branding or corporate identity, culture and values alignment or an enterprise-wide transformation programme.
Our research has shown us that many of these initiatives fail to deliver on their promise of sustained improvement in business performance. The problem usually lies in the design of the solution, its execution or in the way that people are currently working together.
One big difference in our approach are the cybernetic dimensions we analyze. These allow us to build up the detailed functional requirements of the future system starting with the customer / citizen / beneficiary / congregation member.
A further notable feature is that in our change design we do not only analyze the system at the primary scale, but also the wider system within which it is embedded and the sub-systems it contains.
In complex systems this is an absolutely crucial step - without which it is easy to come to false conclusions and design specifications that will then manifest in what is commonly perceived as 'resistance' to change or the introduced changes reverting right back to the original state.
Too frequently change efforts fail because they do not differentiate between the different degrees of readiness and change capability within the organization, and even more seldom are the boundaries of the changing system and that of its context sufficiently managed so as to allow or enable the change to take place.
We pay great attention to governance systems - not only for the organization itself - but also the governance process of the change execution process and the sub-processes within it.
In our experience this is another fundamental enabling factor for managing complex change execution.