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Creating an environment that invites success
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Organisations living in constant change |
Bringing Strategy to Life... |
Integral Functional Strategies |
How I typically work with a client
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| Organisations living in constant changeWhat is successful in today's business environment may not be as effective in the tomorrows changing business climate. What was a good decision today will not cut it tomorrow. It is impossible to 'train' people in making these decisions by rote or by rule books. How do you create an organisation where people feel able to make wise, considered decisions depending on the circumstances in the moment? I believe that by truly engaging everyone in the purpose of the organisation and creating a real understanding of the part they play; people will make the decisions that are right for the business and the client. I help leaders create a sense of community within their organisation; galvanising activity and encouraging people to make their own sense of the organisation's purpose and the crucial part they play. Click here for a case study
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| Bringing Strategy to Life...Managers and leaders spend a lot of time creating robust, thoughtful strategies with the purpose of driving business success. Although the strategy will not guarantee an outcome it can help create a clear picture of organisations intentions for the future; and it can be frustrating when those strategies do not seem to be 'adhered' to! A strategy can only be successfully implemented with, and through, the people who are working within the organisation at every level. Things get done through the social processes of an organisation; through people's interactions and relationships. My expertise lies in the relational aspects of the organisation; I help leaders to realise the ambitions of the organisation through working with their unique network of social processes. Click here for a case study
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| Integral Functional StrategiesBringing about organisational change is all about the people and their choice of behaviour. To create a customer-centric organisation the functional teams need to ensure their strategy focuses on helping those who are customer-facing to be able to do their job with ease. All functions need to be aware of the key focus of the whole organisation and the role they play in achieving these. I believe the learning and development strategy is critical in generating a culture that oozes excellence for the customer. It has the opportunity to inspire new people into the business and existing talent to reach their full potential. Click here for a case study
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How I typically work with a client
I work from the principle that to generate sustainable change within organisations, the change needs to happen from within the organisation itself; I see my role as working in partnership with the client to develop the organisations inherent capacity for change. Change can only occur when people start being or doing something different - When working with clients I help create a participative process that engages those who will be, and are, affected by any change. If people are truly engaged in the change process, it is more likely that a transition will evolve in the general direction of what was intended.
Rather than see organisations as a mechanistic machine which managers can control and re-engineer; I see organisations as a social process and believe that change occurs through the actions; behaviours and conversations between people.
While working with clients to bring about change I encourage and support leaders to create an environment that promotes purposeful, thoughtful conversations. The intention is to air the many different points of view and opinions of the members of the organisation creating new insights and ideas which will in turn will bring about the opportunity to do things differently.
Although every piece of work and outcome will be different, I have found that a process similar to the one below can set the foundation for a creative, effective partnership.
1. Initial contact and Inquiry:
The purpose of this phase is to establish the reasons and scope of the challenge or opportunity. This could involve conversations with the 'leadership team'; various people across the organisation; and key stakeholders. Patterns and themes are likely to emerge; these can then be explored to identify and agree the key issues and priorities for change. Just by having these conversations will lead to change occurring.
2. Generating a change process:
This phase focuses on exploring ways of addressing priorities for change. Working with the appropriate people we challenge existing assumptions; and establish a process to engage people in the organisation with the intention of creating new ways of working.
3. Engaging the organisation in change activity:
During this phase, the 'leadership team' and key 'change agents' invite the rest of the organisation to join them on their journey of change. All opinions and views are fed back ensuring an emerging process. This process supports the notion of developing the organisations capacity for change.
Rather than see organisations as a mechanistic machine which managers can control and re-engineer; I see organisations as a social process and believe that change occurs through the actions; behaviours and conversations between people.
While working with clients to bring about change I encourage and support leaders to create an environment that promotes purposeful, thoughtful conversations. The intention is to air the many different points of view and opinions of the members of the organisation creating new insights and ideas which will in turn will bring about the opportunity to do things differently.
Although every piece of work and outcome will be different, I have found that a process similar to the one below can set the foundation for a creative, effective partnership.
1. Initial contact and Inquiry:
The purpose of this phase is to establish the reasons and scope of the challenge or opportunity. This could involve conversations with the 'leadership team'; various people across the organisation; and key stakeholders. Patterns and themes are likely to emerge; these can then be explored to identify and agree the key issues and priorities for change. Just by having these conversations will lead to change occurring.
2. Generating a change process:
This phase focuses on exploring ways of addressing priorities for change. Working with the appropriate people we challenge existing assumptions; and establish a process to engage people in the organisation with the intention of creating new ways of working.
3. Engaging the organisation in change activity:
During this phase, the 'leadership team' and key 'change agents' invite the rest of the organisation to join them on their journey of change. All opinions and views are fed back ensuring an emerging process. This process supports the notion of developing the organisations capacity for change.
To quickly access an area of this page please select from the links below.