Organisational & Business Consulting

Every Organisation is Unique

There’s no effective one-size-fits all approach. ‘Organisational Development’ is not a tick-in-the-box exercise. Its not an event, nor is it only a job-role or section title.

We see each organisation as a unique, human system.  We pay great attention to this human element, as well as the business metrics, because its here that the talent, creativity and loyalty reside. When engaged for Organisational and Business development work, we combine your insights with our evidence-based tools, experience and skill, to develop a deeper inquiry into the source of a problem or issue. We then recommend and develop programs that are specific, relevant, timely, applicable and transformational – for those areas within the organisation where support can make the most difference, so you don’t waste time or money on the wrong things.

We debrief program sponsors regularly, evaluate outcomes and measure results so that you always understand and endorse the direction of the work and recognise your Return on Investment.

Here is a 7-step approach that reflects a journey through Organisational Culture Change. It serves to develop greater awareness, connection, accountability and transparency across the organisation. It is an ongoing conversation. The organisation by virtue of the people engaged in this process, begins to learn about itself and to operate more effectively.

Step 1: Sampling Viewpoints We meet with the Program Sponsor and selected Stakeholders, to hear their viewpoints, their intuition or ‘gut-feel’ about what is currently going on in the system. We explore where the potential as well as the pain points are, and why they believe this.
Step 2: Evidence-Gathering We apply robust tools and processes to collect information about what’s really going on inside the organisation, while respecting the confidentiality of the participants. Data gathered is benchmarked against agreed standards such as Employer of Choice criteria. We may also review existing systems and processes; understanding and integrating what may have already been done but not fully utilized.
Step 3: Meaning-Making Analysing and sharing collected information with you, your key leaders, and the whole organisation. Reflecting concrete evidence back to you about what needs to change. This prepares the way for working with the organisational culture at a deeper level; bringing values to life. We generate a shared intention for change, helping you create increased alignment, engagement, and productivity.
Step 4: Prioritise Interventions Taking into account the strongest areas of need, as well as contextual factors. Business and planning cycles, budgets and stakeholder expectations are al considered. We prioritise and plan a program delivery strategy with you, to optimise the degree of positive impact.  You are able to generate important early ‘wins’ as well as align collective efforts towards a sustainable positive change longer term.
Step 5: Implement Supporting Program(s) Designing and delivering an agreed range of targeted, customized, and cost-effective programs. These may include leadership team development, performance management, innovation and creative thinking, productivity enhancement; strategic thinking; 360-feedback processes; decision-making; and individual capability coaching that will create sustainable change for your organisation.
Step 6:  Embedding Change Assessing and evaluating goal-directed progress; promoting virtuous feedback loops within the organisation, aligning program outcomes with strategic talent development, competency frameworks, and performance management systems in a business context, so that your HR and business agendas are brought together.
Step 7: Quantify outcomes Follow up surveys and assessments used in Step 5, approximately 12 months after the completion of a program; to measure the longer term impact of these interventions and further inform the HR and Business Planning agendas.
We have learned through 30 years’ working inside and consulting into organisations that:
  1. Changing organisational culture requires the endorsement and involvement of senior management
  2. The power of the “informal” system cannot be under-rated
  3. An ongoing commitment to engage with people is essential
  4. The leadership team has to model the attitudes and behaviours that reflect the espoused values
  5. Accountability for positive culture and results needs to be embedded in everyday conversation.

To begin a conversation with me about your organisation, please email me at [email protected]  for a Complimentary Discovery Session.