Organisation
Organisation
Strategies rarely fail because of the strategy itself
They fail when the culture works against the ambition. When leaders are not pulling in the same direction. When collaboration across teams and functions becomes more difficult than it needs to be. When accountability is unclear. And when nobody really addresses the issues that everyone can see. Most organisations already know what they want to achieve. The challenge is making it happen.
This is where we work. With culture, behaviour, leadership and implementation. Not as four separate disciplines, but as one interconnected system.
All organisations must continuously implement transformations.
New strategy, new CRM system, new workflows. Something new is constantly happening in a vibrant and dynamic organisation.
And we approach the new in a way that is consistent with the culture, whether it is appropriate or not. We help make you aware of your culture and behaviour so that you can control it instead of let it controlling you.
“Culture is there, whether we are aware of it or not - control it so that it does not control you “
Culture
Creating and managing the culture of a company is certainly not impossible, quite the opposite, in fact. Culture is there whether we actively relate to it or not, and since it has a huge impact on productivity, innovation and retention of skilled employees, there are a wide range of economic arguments for taking concious choises about culture in your organisation.
In addition, there are all the non-financial, or that is, those that are not financial at first glance: Confidence, job satisfaction, well-being.
Strategy implementation
When we talk about doing strategic work, we usually talk about designing the strategy itself. But that is not where the majority of the workload lies.
No, it lies in operationalising the strategy. All the way down through the organisation so that everyone, from CEO to recetionist can make daily decisions that are in line with the strategic choices.
Transformations
"Nothing happens until something moves." as Einstein said. And we want the right thing to …actually move. Our experience is that this can be ensured by focusing on culture, behaviour, and the underlying structures.
Because culture and behavior interact with each other, so it is useless to think one can change the behaviour without working consciously with the culture at the same time.
Strategic kick-off
Some of the most significant challenges organisations typically face are the implementation of strategies and transformations — getting everyone on board. We help you get off to a strong start at your kick-off by aligning your vision and making it tangible and visible.
Action learning promotes cross-functional learning, engagement, collaboration, behavioural insight, and cultural awareness.
Talks
The way to development is paved with inspiration and knowledge sharing. How do we create a common focus and prerequisites for a development that is both meaningful and effective?
ENERGY boosts that support the core task. We explain with an edge in our thought-provoking inspirational talks how and why you gain momentum and focus on the core task by, for example, sharpening the common understanding, culture, professional conflict and psychological safety.
Tailored programmes
The above are examples and can be tweaked to suit what is currently most important in your organisation
Coaching
New perspective and a clear path so you can make a feasible action plan
Talks
Inspirational talks, new perspectives, mindset & collaboration
Workshops
Our approach to workshops is that there must be action followed by implementation and delegation of responsibilities.
We work concretely and agreement-based
This means that we are not finished until there are concrete agreements on the white board - WHAT will we do, WHEN will we do it and WHO will do it.
Implementing changes in behaviour and culture takes time. Creating cohesion takes time and never stops. And there are no short cuts. It requires psychological safety, prioritisation, commitment and consistency to be able to deliver on the common goals. Organisations, leaders and teams can learn (and if they know them in advance, become better at) those competencies, and thus deliver optimally on the common result.
Therefore, it pays off in both the long and the short term to prioritise a focused effort on development and behaviour.
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