Get familiar with our past work.
These are brief stories of recent transformation initiatives, where we coached teams through strategic challenges, guiding them in the definition, implementation, and adoption of organizational change.
Each story is told by including these four components.
THE CHALLENGE. We always start our engagements by involving the entire group in defining the necessary change, by first naming the business challenge a team is facing.
(You might be surprised at how many teams are not on the same page about what they need when we first kick things off. We tackle this first so expectations are realistic and consistent.)
PROCESS. No two teams are exactly the same, so our process varies with each engagement. We don’t mind– we actually prefer it that way! When we start defining change with clients, we get into the details of who will be involved, how decisions will be made, what timeline needs to be followed, what risks will be faced, how much experimentation is realistically possible, and many more details. Yes, we ask a lot of questions. And we do a lot of coaching!
The Tools. Change requires good tools and systems. The right tools can enable swift change and make it easy to carry on new processes after implementation.
We do our best to meet clients where they are, embedding our planned change into the systems or tools already in use, to minimize the learning curve and speed up overall adoption.
*The exception to this approach is if the change at hand happens to be “our current tools don’t really serve our needs. and we need something else.”)
The Outcomes. Tracking the impact of a change effort is critical. We help determine how success will be measured when we get started, so clients know what to monitor, how to adjust tools accordingly, and how to evaluate the effects of the change over time. Good measures for success come from both qualitative and quantitative sources, so we are big fans of surveys and direct feedback, as well as setting good ol’ KPIs and objectives.
