Cultural Change – Learning Journeys – Large-Scale Interventions – Organisational Transformation – Virtual Teams – Group Facilitation

At Change, Leadership & Partners we understand that most change programs fail, but the odds of success can be greatly improved by taking into account these counterintuitive insights about how employees interpret their environment and choose to act.

We have a dedicated, multidisciplinary global team working side-by-side with clients through tough challenges to create desired results. We unite creativity, pragmatism and systemic thinking to increase efficiency and add sustainable value to help leaders transform and grow their organisations, their teams and themselves.

You never change things by fighting the existent reality. To change something, build a new model that makes the existing model obsolete.
Richard Buckminster Fuller

Driving growth and strategic change in oneself, one’s team and / or one’s organisations is challenging. This is because it requires behavioural change, and changing behaviours is painful!

It often entails overthrowing existing practices and processes, and replacing them with new goals and new ways of doing things. It takes people out of their comfort zones and it may mean sacrificing short-term financial performance for potentially larger long-term returns.

Our change advisory practice success lies in working collaboratively with the culture, behaviours and realities in your organisation. Our work challenges organisational routines, habitual ways of working, unhelpful cultures, unexamined rules and assumptions, maybe even dysfunctional power distribution. On the other side, our work focuses on strengthening helpful cultural and behavioural patterns and working cooperatively to build on these strengths so that real, sustainable change happens.

CLP would like to highlight some key-success factors within change initiatives

  1. We are convinced that above all it is crucial to know the desired state – which is to answer the question: “What will be different after this successful change project? What kind of different behaviour will we be able to observe?”
  2. We believe that a clear statement and commitment of the top leadership team to the change initiative is indispensable for keeping the psychological energy high during the whole process.
  3. We believe that executives need to support the transformation by going themselves through change experiences. Thus they are a role-model for the team and can build empathy and compassion for the painful part of the process.
  4. When it comes to behavioural change, we believe in “unhappy learning”: if the process doesn’t create enough resistance and pain, it might be symptomatic for only surfing the surface.
  5. Even if we are proud of major transformational success within only 18 months, we believe that major transformations need their time – 2-3 years are often necessary for sustainable success.
  6. In order to make it easier to evaluate the success, We always recommend to link the desired state to real business issues and pilot projects.
  7. Change processes that involve and align all relevant stakeholders have a much higher success-rate than pure top-down approaches.
  8. People and organisations learn to behave differently in a step-by-step way, which is similar to a journey. Each step should be evaluated carefully in order to design subsequent steps.