Case: Kick start the change process
Actually it was a golden opportunity. The small company had received financing from the European Union’s Structural Funds and could now grow. In just a few months, staff numbers had quadrupled. There were also great ambitions and hopes of the members and donors. The Structural Funds demanded delivery of the projects. How could this work out?
- There are huge demands on our company. We could easily be fifty, or a hundred people in the staff to meet the demands. Today ten people work here, says the CEO.
The company had previously hired process managers for evaluations, and therefore it was natural to make use of process management to meet the challenges. They made contact with PlanB for a one or two day workshop, and it was decided to go through PlanB’s Strategic loop from reality and intelligence right up to integration. The number of workshop days eventually became four.
- It was totally impossible to implement the loop without being deeply rooted in the organization. We needed time for reflection and homework. While there was much frustration, “why are we not ready”, and I had hoped that – bam – it would be clear. But to take that time has been gold for us.
The company staff came to realize that change takes time. The development issues were likely to come second, and to really take on those four days paid off.
- Usually, when you encounter problems, you think that it will be enough to talk about it an extra hour or two at a management meeting. But it will not be established in the organization.
The CEO says there were more enlightening experiences during the process, but especially on the last day there was a big breakthrough:
- It was the very last day, the very last hours. We had proceeded around the loop with the business intelligence, ideas, and the strategies. At the end of the loop it addresses the organization and implementation of the organization. We had identified a number of areas that would lead us right, but we had purposely not decided who should do what. But in the last hours everything fell into place. I’ll do that, you’ll do that. At that time – wow! It is the most sensitive issue of all because it concerns me as an individual, and it was time pressure.
Today the company carries out the strategic plan that was developed during the seminar days. The realization is supported by PlanB, which helps with coaching and with supporting the company as they create the new organization.
Really, it was just a starting point for the organization, to review the strategic loop. The change is happening right now – and the job has begun.
Read about PlanB’s services: If you work as a manager
