Offer anyone ten million euros, no strings attached. That is a profound change — and nobody resists it. People never resist change itself. They resist the consequences they expect: what they might lose, and the pain of getting there.
The TOC Thinking Processes answer those concerns one by one — until the organisation is implementing its own plan.
Most change programmes fail because they start at question three. The Thinking Processes force the sequence.
Find the core problem behind the symptoms everyone complains about — usually one or two root causes, not fifty.
Dissolve the underlying conflict instead of compromising it, and test the solution on paper before touching operations.
Turn the obstacles people raise into the implementation roadmap — built by the people who must execute it.
Anchor the change in measurements and a process of ongoing improvement, so results don't erode after the consultants leave.
Developed by Dr. Eli Goldratt, each tool answers one specific stage of a change — with cause-and-effect logic anyone in the room can verify.
Connects today's undesirable effects to their root causes. Symptoms and causes become visibly distinct — even in complex organisations.
Exposes the conflict that keeps the problem in place — and the hidden assumption that, once invalidated, makes the conflict disappear.
Tests the solution before implementation: does it logically lead to every desired effect? Holes are found on paper, not in production.
Takes every "yes, but…" seriously. Predictable side-effects are surfaced and trimmed before they can derail a good project.
Turns raised obstacles into intermediate objectives. The people who see the obstacles build the roadmap — and own it.
Converts strategy into necessary-and-sufficient steps, from boardroom to shop floor, each step checked for logic before action.
Objections arrive in a predictable order. Each layer of resistance is answered by a specific tool, moving the organisation from red to green.
colour code borrowed from TOC buffer management: red = expedite, amber = watch, green = flow
Break-through solutions to attack new markets — developed and agreed in weeks, not quarters.
Consensus to stop 80% of running projects and replace them with one global strategic project.
Market share gained in crisis time by correctly utilising overcapacity instead of cutting it.
Management habits shift from ruling isolated kingdoms to a team cooperating towards common goals.
Support gained from the most 'difficult' groups and individuals in the organisation.
A strategy built on more throughput — rather than another round of austerity.
Bring us the change your organisation keeps postponing. In a first working session we'll map the conflict that blocks it — and the assumption that can make it evaporate.
Book a working sessioninfo@leonard.eu.com · +32 3 448 06 15 · Kontich, Belgium