|
|
|
|
”People will agree with you only if they already agree with you,
you do not change peoples’ minds.” – Frank Zappa |
|||||||||||||||||||
|
Together with our big
brothers and sisters and network of collaborative partners, we are able to
offer a diverse range of culture change programmes for those leaders seeking to deliver sustainable
change in their organisations. _____________ History tells us that the
large majority of change initiatives attempted within organisations will fail. An eight-year programme of
research to identify why this should be the case has revealed a number of
features common to all failed initiatives. Based on that research, these are
the criteria that will need to be met before we are in a position to help an
organisation transform their business: |
|
|||||||||||||||||||||
|
|
||||||||||||||||||||||
|
|
||||||||||||||||||||||
|
|
1.
No commitment; no success (the obvious one) B
If the person in charge has not bought fully into
the change initiative, it will fail B
If the person in charge has delegated
responsibility for the change to someone else, it will fail 2.
Initiatives driven by ego will fail B
A difficult one, but the overwhelming body of
evidence vividly shows that if the person responsible for the change initiative
is driven by personal ego motives, the initiative will fail as soon as the ego moves on. People can be coerced into
doing any number of things – like satisfying the whims of an ego-driven
manager – but they will inevitably revert to their previous state as soon as
the coercion disappears. 3.
No success without crisis B
People will naturally migrate to a point of least
stress. Change implies more stress; hence people tend not to like change.
When there is a crisis, however, stress is already high and people are much
more likely to pull together to solve the crisis and return to a lower stress
state. Almost 100% of all successful change initiatives have been borne of a
crisis – whether it be naturally occurring or manufactured. 4.
The will and belief that you can be world’s best at
something B
If you don’t think you are or could never become
the best in the world at whatever it is you are trying to change – however
tight the niche – then again your initiative will fail 5.
Fear = Failure B
If anyone inside the organisation correlates
change to loss of employment – irrespective of whether that belief is true or
not – any change initiative will fail |
|
||||||||||||||||||||
|
Anything else that might
prevent change from being successful can be overcome. We can help
organisations to solve any of these problems. We cannot help any organisation
create the above conditions, much as we would like to. |
|
|||||||||||||||||||||
|
…Here is the
range of culture change facilities we offer… |
||||||||||||||||||||||
|
|
|
|
||||||||||||||||||||
|
…We can supply
Rapid Reaction Teams of up to 10 people full-time to help you achieve your
transformation goals… |
||||||||||||||||||||||
|
|
||||||||||||||||||||||
|
|
Teambuilder™ |
|
||||||||||||||||||||
|
Using the unique Creativity Self-Assessment tool, we
can help organisations to match the right sorts of individual personalities
into successful change teams. We can also help identify why currently
dysfunctional teams are that way and how best to transform them into
successful ones. |
||||||||||||||||||||||
|
RETURN TO: TOP
OF PAGE |
||||||||||||||||||||||
|
|
|
|
|
|
|
|
|
|||||||||||||||
|
|
||||||||||||||||||||||
|
|
Innovation Scan™ |
|
||||||||||||||||||||
|
If your organisation is
looking to benchmark its capability against a truly global standard, in order
to define how it may evolve into a successful future we can conduct an Innovation Scan by working with you
during an intensive one-day, on-site visit and follow-up report. Measuring where a company
currently is will not improve anything, of course, but the Innovation Scan is an essential
strategy definition tool – providing objective information on where, when and
how an organisation needs to change to meet its business objectives. |
||||||||||||||||||||||
|
RETURN TO: TOP
OF PAGE |
||||||||||||||||||||||
|
|
|
|
|
|
|
|
|
|||||||||||||||
|
|
||||||||||||||||||||||
|
|
Win-win Buy-in |
|
||||||||||||||||||||
|
The single biggest source
of failure of change initiatives is getting all of the stakeholders to buy in
to the process. The unique win-win delivery capabilities of the Systematic Innovation method allow us
to help companies achieve buy-in in an objective and reliable fashion. |
||||||||||||||||||||||
|
RETURN TO: TOP
OF PAGE |
||||||||||||||||||||||
|
|
|
|
|
|
|
|
|
|||||||||||||||
|
|
||||||||||||||||||||||
|
|
Self-sustain |
|
||||||||||||||||||||
|
It has been proven that the
biggest single problem after a change initiative is maintaining the momentum. We offer companies a transformation sustainability facility. |
||||||||||||||||||||||
|
RETURN TO: TOP
OF PAGE |
||||||||||||||||||||||
|
|
|
|
|
|
|
|
|
|||||||||||||||
|
|
Contact us for
more details by either ticking the relevant box on the faxback order form or
sending a mail. We will
endeavour to respond to your query within 2 working days. |
|
||||||||||||||||||||
|
|
|
|
|
|
|
|
|
|||||||||||||||
|
|
|
|
|
|
|
|
|
|||||||||||||||
|
All of the material contained
on this site is copyright. Copyright is both a good and a bad thing. On the
good side, protecting our copyright allows us to survive and thrive as a
business. On the bad side, copyright potentially impedes the flow of
knowledge. Our policy, therefore, is that any individual may use any of the
materials contained on this site for their own personal education and
possibly enjoyment (no guarantees on that front though!). Anyone wishing to
use the material to either accrue new business or to incorporate it into
training or education materials where there is a commercial gain should ask
before they use anything from the site. We have taken and will continue to
take a very dim view of any individual or, especially, organisation that
breaches this arrangement. |
||||||||||||||||||||||
|
Please direct any issues to: info@systematic-innovation.com |
||||||||||||||||||||||
