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:
- Their individual added value can be measured and directed.
- 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.
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