question one

How, and what, can we learn from other organisations, their mistakes and successes, so that we have a better chance of implementing sustainable change and transformation?

emergentedge has worked extensively to support organisations to effect long term change and transformation and it is our experience that the circumstances and conditions are almost infinitely variable and that there is no 'one way'.

It is also our experience that successful long term sustainable transformation can only be achieved by paying attention to four key areas:

  • system, processes, structure, outputs
  • culture, values and beliefs
  • behaviour attitude and style
  • thinking, feelings emotions and physiology.

Unfortunately organisations have a tendency to believe that by managing their systems, processes, restructuring and defining objectives and mandating behaviour, attitudes and style via competency frameworks, sustainable change can be achieved.

The reality is that the way we work and how we feel is as important as what we do. Furthermore we know that the way our employyes feel is largely the remit of the leader and is very difficult to measure or control, whereas the what we do is the remit of the manager and includes much of what we have all been taught as we moved up the managerial ranks. Hence we have a tendency to rely to heavily on these skills at the detriment of the so called 'soft' areas. 

So what do I concentrate on?

Well there is no implicit assertion here that any one of the four areas holds more efficacy than any other. It is more a matter of appropriateness (appropriate to the unique organisational challenges), balance and thoughtful thoroughness. Some interventions are best delivered by 75% process redesign and 25% invested in communication, explanation, engagement and inclusion. Other desired outcomes may have nothing to do with processes at all and it may involve a concerted campaign of creating awareness, engaging in dialogue, testing possible solutions and giving genuine power over to a larger group of people.

Our role is to enable you to answer some questions:

  • Where are we now? What have we achieved? What is left to do?
  • How did we end up here?
  • What needs to done now and in the future?

For examples of how we've helped clients achieve this, see these stories: transform to survive and merging businesses and teams.

See the emergentedge four box model for further insight into our approach.