Organizations that want to survive must transform and people make the organization. These are two facts almost no one disputes, but few draw the conclusion that follows: those who want to transform their organization must start with the people. A conversation with Petra Groot in four parts.
Part 1: Awakening.
Companies all over the world were overwhelmed by the coronavirus. Where the financial crisis was caused by companies themselves, it was impossible for them to see this crisis coming. Or could they? “Ofcourse I didn’t know that this would happen now, but that another crisis was inevitable. The fact that companies don’t take that into account is, to say the least, very remarkable. People Change’s Rogier Offerhaus is interviewed by Consultancy.nl.
In this series of four articles Daan Noordeloos discusses the four I’s – Insight, Inspiration, Implementation and Integration – from the perspective of an internal transformation manager, supported by People Change.
The Integration phase is the phase in which many organizations do the least. After the initial successes the attention slackens and the energy goes to another project. The integration phase is essential in a sustainable transformation, because it is about the question: how do we stay here? You have brought a team to a certain level, how do you anchor that?
The integration phase is the game to continuously ask the question: what have we learned and how do we anchor this in the organization so that future generations can benefit from it?
In this series of four articles Daan Noordeloos discusses the four I’s – Insight, Inspiration, Implementation and Integration – from the perspective of an internal transformation manager, supported by People Change.
The previous article described the Inspiration phase. Insight is thinking and inspiration is feeling, but in the Implementation phase you do things.
In the Inspiration phase we link the questions about mission, vision, values, behaviour and success factors to the organizational components. Such as: what does leadership mean? What does it mean for our processes and resources? And above all: what does it mean for the development of people and how do we make that transparent? This will result in one plan that describes the total ambition of the organization.
A large organisation is confronted with major changes in the outside world, such as digitisation, the disappearance of sales offices and price competition over competition for distinctiveness.
If you start right away with the question ‘where are we going?’ you are going on a journey before you know where you are right now. People often think they know, but that is an unjust assumption. If you don’t know where you are, you don’t know which direction to take to reach your destination.
In a transformation, you let go of the old value system with your old beliefs. This creates space in which something new can arise.
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