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SPARRING PARTNER

  • To probe for white space areas and constraints
  • To make expectations and roles transparent
  • To allow reflections and discoveries below the well known surface
  • To check if the task at hand is mainly about aligning financials and strategy or it is reaching strongly into organizational change aspects
  • To check for a common basis for a successful project
 
my comments / questions:

   
All of this will reveal - in advance of a consulting project - if it makes sense to start an organizational effectiveness project. For some potential organizational change projects, it may be even sufficient to evaluate thoroughly its potential financial value-add... and never start it.

CONSULTING

My way of defining consulting: every single hour you invest in consulting needs to deliver the appropriate return. As fast as possible you, your company or your department need to be in a position where you are sustainably more successful - WITHOUT being dependant on ongoing consultancy.

CONCEPTS

For me, developing the concept for a change project goes far beyond the contents/the hard facts. A multitude of soft factors are to be considered. Here are just a few examples:
  • Who takes what responsibility related to the project - financial and personal risks?
  • How to measure the project success above and beyond financial metrics?
  • Change needs to happen on which level – skills, behavior, values?
  • How to ensure the change is sustained beyond the end of the project?

IMPLEMENTATION

Ideally I support internal ressources. E.g. preparing internal multipliers (leaders, personnel dept. etc ) for delivering communication and the change program itself. In such a scenario my value-add in the implementation phase is to offer reflection and program fine-tuning for the multipliers.
Dending on available internal ressources I am ready to play an active part in the implementation phase - if needed lining up further ressources of my network partners.
Overall goals in this phase:
  • Ensure the change is sustainable.
  • Strengthen the people, the organization and their interrelationships as much as possible to support self-sufficiency and set them up for longterm success.