Change Management

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.

Specific techniques

• S&T Logic Strategy and tactic translating the top level strategy to lower level strategies up to the level of actions.

• Analysing the core cause, even in complex organisations or with complex issues the difference between symptoms and causes becomes clear.
• The logic behind small and large conflicts or supposed contrasts is converted to understanding of the underlying logic.
• 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. 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. Converting an idea to practical and realisable steps checking sufficiency and necessity of each step .