Our approach and values
not only what you do, but how you do it
We have a profound respect for individuals’ abilities and general good hearted ness – we value resilience and champion the strength of staff at all levels to outperform, in every respect
We believe in honesty and practicality, and gently telling the truth as we see it
We believe in using quality tools, techniques, processes and professional disciplines – BUT not above quiet listening, and honest diagnostics
We focus on what works, and value effectiveness over effort
We prefer to enable, coach and provide tools for those that lead – so as to really own their change processes and grow professionally as a result
Less is more – we value quality over quantity
Individuals, and organisations, achievements are limited far more by lack of ambition than ability
Our approach can be summarised by the following beliefs we have about how to design and lead significant and lasting organisational change:
Whilst lasting change requires the ‘hard’ stuff – eg key disciplines such as proper diagnostics, exciting practical vision for the future, high quality change management architecture, appropriate governance and risk management structures, stakeholder and process analysis, and so on, in reality, its the soft’ stuff that makes the difference – ‘Its all about the people’, and their enthusiasm and engagement with the change strategy.
Fundamentally it is the folk at all levels, especially middle management, that will enable or disable transformation – based upon the style and approach to change that is presented to them and their subsequent engagement and involvement in it.
All change iniatives must emanate clearly from the Company Values and all activities in support of change must similarly resonate with the values of the organisation – any disjunct between our stated beliefs and how change is enacted will dilute or worse invalidate the required momentum and commitment for change. Change must be ‘done with, not to’ staff.
All planning for business transformation must start from diagnosis and articulation of the required end states, and how they will be measured across a full range of indices (internal and external). You need to plan backwards.
And all planning and implementation must be holistic encompassing all elements of the employment experience not just the switching of technology or location or working practice.
Lasting change requires in the planning that all projects – people, process, infrastructure – contributes to both the smooth implementation of change and the reinforcement of company culture and performance.
Then transformation must be undertaken at speed, with outstanding communications internally and externally.
In summary, most major change projects fail not because of the lack of organisational imperative or good business sense, or poor change management design, but because of the leadership style and approach taken. In summary, its ‘not only what you do, but how you do it’ that will determine success.