Hem   >  Cultural Transformation

Developing a High-Performance Organization


We support leaders and leadership teams who strive to make a difference and find new ways to deal with transformational change

A Holistic Approach

When driving change a lot of effort is put into building organizational structures, clarifying roles, finding new and refining old tools and methods. Knowledge, experience and reasoning becomes a base for what appears to be an appropriate and logical plan to achieve the goals. However, leaders will still experience how the implementation often proves to be much harder and more time-consuming than expected.

Research shows that a very large number of change processes do not lead forward in the manner expected. They are often far from successful. We don´t think this is because people have not made ​​an effort and worked hard. We know this type of work places high demands on the organization, and that many people truly do their best. However, we know that management’s perspectives and behavior in these situations are of vital importance.

An organizational change might carry great potential for new motivation, drive and commitment but progress can not be taken for granted. When a change is more comprehensive and complex there will be a need for developing new values and behaviors. Often, it is also necessary to form new relationships and new ways to communicate and cooperate. This is not a quick or easy process. It will challenge everyone´s essential psychological needs and people will be affected and touched on a deeper level.

If you want change to be successful in a long-term perspective you need to work and live with a holistic and systemic approach. Leaders need to be able to shift focus in a flexible way and give attention not only to structural and strategic issues but also and simultaneously to the emergence of a healthy organizational culture and continuous learning at the individual and group level.

Leader’s part of the whole

We argue that managers need to take the lead and remember that they themselves are also affected. That part of the consequences of the process they have started is that they need to actively participate, develop new insights and learning throughout the process. Furthermore leaders can not settle for, just hope or maybe even expect that if people only understand why the change is implemented, it will entail a change of their mental models and their way of being.

The door to transformation opens from inside but it will not happen until each person can find his or her personal meaning in the context of the new situation. Such a change requires more than intellectual understanding and those leaders who are able to work with these perspectives themselves have a better chance to develop a more co-creative leadership.

We believe that all change leaders need to frequently remind themselves – with great humility and warmth towards both themselves and others – what a difficult as well as important task it is to drive transformational change in an organization.

The dynamics of living systems present a challenge to traditional ways of thinking as well as for established methods and knowledge. In our experience; leaders who take on the challenge and head for deeper insights and learning for themselves as well as for their leadership teams will also gain new and powerful personal tools that will help them develop both the organization and the people.