Organisations are built to perform, not to change. But the foundation on which successful firms used to be built - continuity - has been undermined by rapidly-paced capital markets and disruptive technologies. It is now being replaced by a constant state of discontinuity. In this context, organisations must be ready to proactively evolve with shifting market dynamics and customer expectations. Failure to do so renders an organisation increasingly out of step with its external environment - a misalignment that rules out peak performance outcomes, and, over time will undermine an organisation's ability to compete.
Most organisations do not proactively evolve, and have inadequate practices and designs in place to achieve sustained organisational effectiveness. Rather than continuously keep up with a fast-moving environment, they tend to resort to change management only when they face a serious internal problem or see their profits damaged by an inability to compete with market rivals and new disruptive solutions. At this point, it is often too late: cultural lock-in means that change initiatives don't achieve target outcomes or exact a high toll on staff, including higher rates of stress, turnover, and burnout.
The nature of change in the capital and labour markets, the speed with which it occurs, and the vast potential economic impact of new innovations all have implications for organisations and change management. Organisations need to proactively and constantly re-align themselves with a fast-moving, complex, and often ambiguous external environment. To do so, they need to utilise non-linear approaches to organisational development and change. Complex adaptive systems - synonymous with open systems theory in strategy and organisational change - count foremost among these. A complex adaptive system has multiple interconnected and interacting parts and agents. Examples include neural and social networks, ecosystems and economies, and, critically, organisations themselves.
Our approach is informed by a thorough understanding of the application of complex adaptive systems to organisational challenges. We use proven tools to map networks within organisations and to understand how work really gets done. Among these, our social network analysis highlights strategic disconnects between departments, information exchange bottlenecks, and key “connectors” and networks for the identification and development of growth and expansion opportunities. We use proven processes that deliver high performance outcomes for investment in organisational change management initiatives. In particular, we help organisations identify and develop innovative and entrepreneurial talent, develop and sustain stakeholder buy-in for change initiatives, and achieve their target workplace culture.
organisational change management
Strategic organisational change management not only addresses existing challenges that undermine organisational effectiveness, but also pre-empts those likely to undermine organisational performance and innovation in future. Our team works with clients to understand how technological advances and macro events are affecting their businesses. We provide tools to pre-emptively detect critical gaps that threaten to undermine competitiveness in the near and medium term.
Our focus is always on identifying the critical variables that drive maximum performance for leaders, teams, and organisations. As such, our approach to organisational change management involves analysis of the business to map its networks, identify key individuals and groups, and highlight strategic disconnects between departments and opportunities for growth. Our audits provide insight on the nature and extent of organisational misalignment, as well as providing managers with critical information about the people and initiatives that can help transform their businesses.
With recognition of the importance of leading organisational change, we provide specialised psychometric assessments that help change leaders understand and develop the capacities they need to lead successful organisational change. We help leaders develop the behaviours required to empower others effectively, and understand and manage resistance to change.
Our solutions include audits, advisory services, and organisational change and development initiatives. We develop customised solutions that equip organisations with the processes they need to initiate and manage proactive evolution.
Organisational culture is an essential component of any transformative - i.e. non-linear - change effort. Although it is often described as "soft", it delivers hard results: effective company culture increases operating income by approximately 19% and earnings growth by approximately 28% annually. Problematic workplace culture puts investors off and encourages counterproductive work behaviours that negatively impact organisational performance and reputation. Such counterproductive work behaviours include fraud, sexual harassment, and petty theft.
Our cultural audit helps organisations align workplace culture to their business strategy. We help clients diagnose their workplace culture, as well as identify sub-cultures and informal networks of particular behavioural patterns. We provide insight and fresh perspectives on how clients can think about their target culture; consider the the degree to which senior leadership are likely to fit with, adapt to, and shape culture; and provide recommendations for the achievement of the target workplace culture.
Our organisational development and change solutions involve customised solutions that help organisations manage complex stakeholder interests, foster creativity and innovation (and the psychological safety that underpins them), and achieve high-performance workplace cultures.
innovation and organisational performance
Business growth depends on innovation: the ability to create, identify potential opportunities, have a vision on how things should improve, and be proactive. To the degree that an organisation can create the practices and designs that stimulate and facilitate innovation and entrepreneurial behaviours in the workplace, it is more likely to keep up with its external environment. This secures peak performance outcomes, and, over time sharpens an organisation's competitive edge.
We offer an Innovation & Entrepreneurship Audit to enable organisations to evaluate their innovative capabilities, and identify hubs of entrepreneurial talent within their businesses.
We help organisations prime themselves for market leadership. We follow proven methods and use cutting-edge tools capable of delivering cost-effective and superior results.
To discuss your requirements or find out more about how we can help your organisation, please contact us.
Our social network analysis provides organisations with clear, actionable recommendations to improve organisational performance and innovation by managing invisible social networks and information flows. The analysis identifies strategic disconnects between departments and organisations, critical connectors within the organisation, information and workflow bottlenecks, and cliques and subgroups capable of driving growth and innovation.
Social network analysis is a powerful tool to support decision-making and initiatives related to internal reorganisation, and the integration of newly-acquired businesses. It informs the optimisation of work processes and knowledge management, and assists with identifying which processes and organisational culture characteristics support (or undermine) strategic initiatives.
Our innovation and entrepreneurship audit helps organisations identify and operationalise innovative talent within their business. We identify the drivers of and obstacles to entrepreneurial behaviours in the organisation. Our audit reveals disruptive talent in teams, and assesses different innovative capacities including vision-building, opportunity detection, proactivity and drive, and the ability to lead agile work teams. We provide organisations with clear, actionable recommendations to improve corporate entrepreneurship and innovation.
Our culture audit helps organisations create and sustain high-performing cultures that align with their strategic priorities. We work with organisations to articulate key criteria that describe their ideal culture, and flag facets of the current culture that contribute to higher turnover, counter-productive work behaviours, and the loss of viable succession candidates for CxO and other critical roles. We highlight quick wins, and specify changes that will have a sustainable impact on employer branding and organisational performance. We provide clear, actionable recommendations, and implement initiatives that realise the target organisational culture.
Our change initiatives provide organisations with fully operational interventions that address strategic priorities in organisational development and change. We specialise in helping organisations implement 'micro-transformations' that support step changes in process efficiency and cultural performance.
Critical situations we help with include the creation and sustenance of stakeholder buy-in, and the management of resistance to change. We also help organisations work out how to close the gap when they have become out-of-step with their external environment. Our change initiatives buttress platform and process transformations with considered management of the people side of organisational change.
Most organisational change initiatives fail, are delivered over budget, and induce increased employee burnout and turnover. Even so, technological advances and macro events require constant organisational evolution. We provide tools to pre-emptively detect critical gaps that threaten to undermine competitiveness in the near and medium term. Equipped with this insight, we deliver sprint-based solutions akin to micro transformations so that your organisation can focus on growth, not survival.
We run a private career management practice in addition to our leadership consultancy for organisations. This means we have unfiltered access to leaders' actual motivations, values, and career objectives. With a view across demographics and sectors, we witness emerging trends before they gain traction. We use this information to give our clients the advantage in the 'war on talent' and in the creation of high-performing cultures and organisations.
The identification of strategic disconnects between departments, information bottlenecks, and key 'connectors' and informal networks helps managers identify, assess, and support the people and initiatives that can transform their businesses. We use proven, cutting-edge tools in social network analysis to detect invisible social networks that significantly affect performance and innovation.
High-growth fintech with 10k+ clients
A fast-growing fintech with a 10k+ client base, this firm wanted a solution to improve their company brand and reduce credit defaults. We identified a critical gap in their value proposition, and built a bespoke career management solution for them to embed in their own internal processes. The solution included training webinars and materials, metrics to evaluate career development and progression, and advice on effective modalities and technology to deliver the services.
The solution achieved above 80% success rate in the pilot, and was subsequently rolled out to the entire client base.
G7 financial regulatory authority
Knowledge retention was a key concern for a department that lost expert information when employees explored career opportunities elsewhere in the organisation. We conducted a social network analysis to identify bottlenecks in the knowledge exchange process and to find individuals and groups within the department, whose knowledge was not being used effectively. The authority is currently considering expanding the solution to other departments.
If you'd like to have a conversation about how we can help you, please contact us.contact us