Anchoring Change

15 October 2014

There are several famous quotes about ‘Change’ from very important thinkers. Einstein said "We can't solve problems by using the same kind of thinking we used when we created them". Darwin also already knew "It is not the strongest or the most intelligent who will survive but those who can best manage change".

And yet we find the topic difficult. People do not like to change, so "Tene quod bene".

Change as a necessity

We are all a bit conservative. Nothing wrong with it, as long as we keep an open mind and are willing to improve and adapt ourselves to changing circumstances.

Those external circumstances are the ones that cause us to change, and change itself must become part of our work, our processes and our way of thinking. But also the necessity to be the first, to be innovative, requires us to develop a change reflex. New markets, methods, organisational structures, products and processes ensure that we will excel as a company and organisation.

Therefore, change is a constant in our daily life, there is no doubt about that. Today, more than ever, companies and governments have to keep up with the speed of complex changes. 

Because changes follow up on one another at an ever-increasing rate, a company's success depends more on how its organisation continuously deals with change. The emphasis on many change courses lies too much and only on economic and technological aspects. However, the human and organisational aspects largely determine the success of change.

 

Change is possible

If you take the sixth State Reform; it is a fact and even a law. But how do organisations deal with this (and not just the governments that are directly involved)? Will this lead to chaos and inefficiency, or do we see this as an opportunity to be more efficient and more effective? A lot will depend on how systems, structures, technology, but above all, people, will deal with them. And there is a great chance that obstructive forces will cross the necessary change processes.

However, fatalism is out of place. More and more companies and organisations can appeal to change specialists who, supported by their experience and methodology, not only help the client to make change work, but also to learn to adopt a natural and positive approach towards change. That way, change becomes a habit, a way of thinking and working; we call this anchoring. Change is then included in the corporate culture and is no longer considered as threatening.

 

Contact persons

Contact
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0032 477 34 72 61
ERP Implementation
NATO
Implementation of a new ERP
Collivery (Solucious)
Enhanced performance registration
De Scheepvaart
Flexible and purposeful development environment
VDAB
Central administration moves to a new office
De Watergroep

Striking results

Every transition process we jointly achieve is unique, as are our clients. Mutual trust arises due to our personal way of working and our passion, yet also because where necessary, we opt for client-specific solutions above 'easy' standard methods. Essential to achieving the common goal.

This trust implies that we have had the pleasure of working with the following clients:

 

 

Support of competence management development • Development of the IT strategy
Streamlining the organisation
Elaboration of and change support for the new IT strategy (BoostIT)
Phasing of out IT systems
Support with the debate on core activities and efficiencies
IT project management support
Provision of specific competences
Logistics & warehousing, supply chain optimisation
Project management for implementing ticketing system in Sweden
Merger of IT and Process Division
Optimisation of HR business processes and organisational structure
Support of global implementation of ERP package
Change management in the transition (IT and organisation) to a new news studio
Process optimisation and improving functioning of management team
Force field analysis for the integration of the new competencies resulting from the Sixth State Reform