‘The golden rule is that there are no golden rules.’
George Bernard Shaw

Research suggests that over 75% of all change projects do not achieve their aims and that 9 out of 10 of the unsuccessful projects fail owing to people related issues.

The pressure for organisational change is constant and on the receiving end are the behaviours, attitudes and emotions of people. Different situations require different strategies concerning how much and in what ways to involve people. The more people the change effects, the more complex the change programme will be.
To expect that people can make their own way, learn all they need to, and practise new behaviours is unrealistic. For organisations to respond effectively its strategic capability needs to move beyond senior management and become embedded in the fabric of the whole organisation. The challenge is to get the wider organisation to understand and embrace a new strategic direction and adjust behaviour and priorities accordingly.

Our focus is on a people centred approach to introducing and sustaining change in an organisation. We help the organisation learn how to change and thereby to sustain the ability to change to suit the demands of their market place. This may involve the design of new processes and procedures. We use diagnostics, behaviour analysis and education programmes.

Case Study: We worked with a software integration company to help to develop its change strategy and to launch its change programme. We participated in the Change Implementation Team alongside company members to facilitate progress.

Results: ‘My impression of the organisation and its potential grew substantially. This needs to be experienced by everyone.’
A Manager at the Launch Workshop