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Change power

In the rapidly evolving business world, more and more organizations have developed their own change management capabilities, and this is a positive development. Boards strive to strengthen their internal capacity for change and reduce dependence on external parties. Nevertheless, there are situations where a tailor-made approach is necessary, especially when crucial issues are involved. What does more adaptability mean for our organization? How do we ensure that customer/commerce is connected to “change” in the rest of the organization?

How do we work?

Our approach is based on a deep understanding of your corporate culture and context. By working with your team, we not only provide standard solutions, but we develop strategies tailor-made for your specific challenges. We focus on strengthening your internal capabilities, so that you can initiate and manage changes flexibly and independently in the future.

Noviter has a special vision on sustainable change. We call that Adaptivity. We have translated our experiences into the following four services.

Installing Adaptivity & Continuous improvement

This service rests upon particularly extensive experiences at several financial institutions (see button below). In this blog, you can read more about the 5 competences that need to be developed to become more adaptive. We offer a wide range of products such as maturity models, quick scans, deep dives, training, implementation plans and more. And yet, no implementation program is the same.  It’s all about finding a fitting “Way of Working” that can become your organisations unique and differentiating source of advantage.

Setting up, reviewing or revitalizing a “Way of Working” program

Having completed more than one of these organisation wide programs (like Lean, Agile and Six Sigma), we can quickly empathize with the challenges these teams face. For example: addressing the behavioural side; creating leading coalitions; aligning with the new strategy and remaining relevant; improving the performance dialogue with senior management; going from a bottom up approach to include Top Down. Above all, the secret is to remain at the service of the organisations goals. Ultimately, a mature program even orchestrates its own successful ending.

Harness a purposeful change program

A new strategy should be implemented as much as possible by the people in the everyday, primary and secondary processes. Steering in short cycles can help (see 4). But larger change that overlooks projects, innovations and unusual initiatives needs to be coordinated through programs. More than rigor, these programs offer purpose. Staffed as a multi-disciplinary team the program focusses on hard and soft systems, addresses finance and culture, intervenes on process and behaviour. (see also Change Leadership)

Optimaliseren en afstemmen veranderfuncties

Think about this: how many people (or departments) in your organisation have a full time job servicing change, excluding IT? Taking the term broadly, it can easily amount to 15% of a 500+ organisation. This is not necessarily bad as long as:

  1. Their individual added value can be measured and directed.
  2. There is synergy between the different experts and departments.

The latter is very often not the case. In fact it happens that competing departments and conflicting approaches slow down or even harm overall change efforts. Bridging the devide often starts with getting to know each other. Developing a common vision and sharing knowledge is a common next step. However, combining change powers to accomplish major strategic progress is a potential rarely realized.

Contact us

We are happy to tell you more!

+31 (0)6 835 703 15