« Everybody wants a change but nobody wants to change »
Only 30% of changes in companies succeed...
We are here to help!
In changes, a clear and shared vision is essential. It is a lighthouse that guides the actions. It allows to keep performance, cohesion and commitment.
Give meaning to your changes and commit your teams with EArise Consulting!
In the same time a well structured framework (ie logic levels of vision) and various tools of creativity
- Our approach is structured around the logic levels of visions. In changes indeed, a clear and shared vision is essential. It is a lighthouse that guides the actions. It allows to keep performance, cohesion and commitment.
- But as to create a vision you have to think out of the box, we propose you various approaches to develop creativity with games, paintings, building games…
- Step 1: define on which logic levels of vision you want to work
- Step 2: work on those levels with creative tools
- Step 3: check the coherence of your vision from identity to action plans
- Step 4: roll out your vision on the field. You will maybe have to refine your processes, to manage people transitions (new skills, new behaviors), strengthen your leadership…
“We are a community of developers. We decided to meet to develop common projects and to help each others. But it lacked us the vision of « what we wanted to do from this community ».
With innovative and creative tools (drawing, story telling, brainstorming…) we have defined:
• what gathered us
• what are the specificity of our community
• what we wanted to produce together
• and what organization we have to settle to reach our vision”
“We were stumped by a big issue: “how to redesign your processes lighter than previously and not falling into the traps we faced before”.
EArise found the right words to engage people and then make it easy and very quick. Their dual focus on customers and “the minimum viable” is very accurate and efficient.
Thank you to the team who supported us these 2 critical months”
“We faced a great change. This change affected values, job content and organization. There were a lot of blockings within teams.
We first train top and middle managers to change management. It was a training-action program.
Every month, the board was coached; we worked together on strategic points. We wanted a coherence of actions within the different business units.
The middle management was also supported with their teams, on operational points.
Some managers needed individual coaching.
That was truly efficient.”