Change Process - Bureau Léonard

Usual results

Development of break-through solutions to attack new markets in a short space of time.
Gaining market share in crisis time by correctly utilising overcapacity.
Reaching consensus to stop 80% of running projects and to replace them with one global strategic project.
The habits of management change from the ruling of “isolated kingdoms” to a management team that cooperates to reach common goals.
Gaining support from ‘difficult’ groups or individuals within an organisation.
Developing and implementing a strategy that is based on more throughput rather than austerity.

Analysing the core cause (CRT*), even in complex organisations or with complex issues. By using this technique, the difference between symptoms and causes becomes clear.
Conflict logic. (CD, E-C*) The logic behind small and large conflicts or supposed contrasts is converted to understanding of the underlying logic.
Logic of the future (FRT*). Before implementing a solution, it is tested to see if it truly leads to all expected results. Thanks to this, ‘holes’ in future plans can be discovered and filled.
Negative bifurcation. (NBR*): This partial process shows the negative effects of the realisation of the future logic. It avoids that a good project stagnates or even stops because of, often predictable, negative effects. The second part of the NBR-process allows for the avoidance of these problems and thus reinforces the solution.
Necessary and sufficient logic. (PRT*). Converting an idea to practical and realisable steps may not be left to chance, and may not happen through improvisation. This is also the technique that is used for the development of complex projects.
Transition logic. Starting from the here and now sometimes requires the ‘buying in’ of other implicated parties with different ideas and views. The transition logic makes the change process water proof and tackles different layers of resistance to change