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Organisational Change

Driving Organisational Change

Commitment for Action

People can create wonders and exceed ambitious targets, but they can also blow the perfect plan by just not really caring. Many leaders experience that getting employees on board is the hardest challenge of all. To leverage people and their potential is the competitive edge of the future.

We build commitment for action by:

  • Creating energy in the organization

  • Focusing on solutions, not problems

  • Listening, talking to and challenging people at all levels – included the CEO

  • Developing solutions together with the client, not for the client

  • Helping leader to see their employees and their potential


Creating new praxis

Through more than 25 years we have developed a specific approach to helping our customers reach their goals. Our purpose and mission in life is: To increase our customer's value creation capabilities through the creation of New Praxis.

We answer to our customer’s needs by using an approach developed over more than 20 years of service. It is our approach that makes us special – This is how we work differently from our competitors and deliver superior value:

We have always had a fundamental belief that ordinary people can achieve extraordinary things. We have over the years evidenced over and over again that it is the people that eventually makes the difference – through changed behaviour and new praxis.  We have by now developed an approach that enables us – and our customers to capitalise on this potential faster and in a more sustainable way than any other approach will deliver!

  1. Any organisation will experience and suffer from a certain cementing of structures over time. This soon leads to sub optimisation, hostility and destructive forces.  Connecting silos means connecting individuals, departments and divisions.  It means connecting people to the process and it means addressing the blank spaces in between the boxes in the organisational charts.

  2. Most people work hard and creatively to avoid resistance.  We believe the resistance enrich the process and provides fuel for change. We therefore invite the resistance and leverage the powers within.

  3. We tend to find motivation and strengths to work towards something that makes sense to us – something which is meaningful to us. This meaning is sometime even more than self realisation.  It is often a ”greater meaning” something that bridges between the organisation, the society at large and the individual. We need to identify and crystallise that which is meaningful to people.  We drive the process to identify this meaning.

Nature abhors vacuum.  Our processes will not work in a vacuum.  They will not work in isolation.  They will only work in parallel – in iterative ways and in a systemic context.  We know how to manage these processes and to facilitate the best results.

We carry specialised competence – honed and fine tuned through more than 25 years of experience with organisational change and leadership development.  We can group our competence under the following three main areas:

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Leaders want to create value. In order to do that, they need good knowledge on what is happening in the marked, what their customers want, and what their competitors are doing. Based on this knowledge, good leaders formulate bold ambitions.
Then the hard work starts...  When ambitions are formulated – taking the form of strategies, goals and plans - they must be implemented in the organisation. To create value for clients, users and owners, the whole organisation must be mobilised around the ambitions. The first of our three main competencies lies in facilitating this critical journey from strategy to value - transforming ambitions into results –
and we label it:

Business Understanding.