When starting an engagement, it is critical to understand what will constitute success. With this in mind, we can analyze the current situation you are in. This will yield a collection of deltas, of differences. These we can quantify and then set out to change.

How do we define success?

Success is sustained change in Key Performance Indicators. It is nice to talk about the impact of an engagement in general terms, but it will leave both parties with a nagging feeling: did we get what we wanted, and was it all we could have reached for?

We pride ourselves for talking about clear objectives with associated indicators early in an engagement. It simply provides a common ground for the partnership we are building. Remember, the most complex relationship in the end is executed in small projects that need to make a difference. We do care about the details.

Where do you stand today?

Moving to a goal without knowing where you stand today is a tricky enterprise. We take this “inventory” or “audit” seriously. Consider the following little insight: (click on the animation to start it)

Some of the status quo of your organization is formally captured and documented, usually most of your tools are, since they have to be maintained. Most of the processes we find are documented as well, though not all of it. Usually, there are processes in organizations that are either too new to be documented or to establish to warrant the need. Things are happening right in front of you eyes, anyway, so documentation seems overkill. We call that kind of information “under the water surface”. You can see it, if you know what to look for.

Then there is your culture. Most of the organizations that we have encountered have not formally described their culture and maintained that description over time. To make matters more interesting, a substantial portion of your organization’s culture is most probably not even clearly visible. They are below the “daylight line”, outside of the immediate range of visibility. This information tends to be accessible only through careful observation rather than direct questions. The same holds true for the beliefs of the individuals. These are usually hidden from sight. They do, however, play a significant role in the execution of a change initiative. They are best observed, “tickled out” through interaction, not to be catalogued but to be understood and leveraged to increase success rates.

Such deep inventory gives us the clear data platform to design, plan, and execute a successful change initiative around Innovation.

How will we know we are done?

Sometimes, success is so hard to spot that its arrival is missed. Especially when it comes to changing culture, there are leading and lagging indicators. We propose a solid methodology for organizational change, one we have used successfully in the past. Based on a selection of Key Performance Indicators, we will agree upon a specific overall point along the change profile that we want to reach. We monitor the progress as frequently as appropriate, and in a collaborative fashion. In the end, both you and us will mutually agree that the work is done.