Change management and organisational transformation
Today there is a broad consensus that companies operate in what has been called a VUCA context (volatility, uncertainty, complexity and ambiguity). Where the short-sighted spiral in which many organisations operate, where the results of the next quarter are the only thing that counts, could be counterproductive, generating a short-sightedness that sooner or later will affect the company’s performance.
Faced with the current reality, there are organisations that either do not see it, or do not accept it, or do not know how to manage it. For those companies that are tempted to ask themselves, “If I don’t change, will anything happen?”. The answer is: “It’s up to you, others are already doing it. If you stop, you will die”.
According to a study by Innosight, the average life expectancy of companies in the Standard and Poor’s 500 index fell from 61 to 25 years from 1958 to 1980, and now stands at just over 15 years in 2018. The effect of Covid-19, although still to be known, will, undoubtedly, accelerate this reality.
What is the reason for this development? There are three main reasons:
01.
Failure to create new activities that respond to future opportunities.
02.
Failure to operate effectively.
03.
Failure to get rid of what penalises the company and prevents it from growing.
In this dynamic context, the figure of the leader, like a “Superman”, as the only factor for anticipating and responding to the new context, has been put on the back burner.
It is a challenge of change that is born in the individual, which is integrated, developed and transformed at the collective level. It becomes a differential element at the organisational level. It is a very different path for each organisation, as it reveals as many realities as there are companies.
"To improve is to change; to be perfect is to change often".
How can Horizons help you?
Our motivation is to facilitate the birth and development of this new mentality, where change is key in the generation and construction of future opportunities, becoming part of the DNA of individuals, teams and organisations, generating a more lasting balance.
In order to achieve this, we will move forward by giving permanent answers to the three fundamental questions of change management: Why, What For and How.
Change is in your hands
At Horizons we understand that it is the accumulation of changes at the individual level that leads an entire organisation to change, and to the achievement of results.
We will use, during the process, models that indicate the specific steps of the change:
In addition, some key dynamic situations can be explored during the programme, at a personal or collective level, to facilitate successful change. The following are some of the approaches included in the programme.
Change audit
- What's wrong with me doctor?
Concept of systemic alignment
- Where is my place?
Organic growth processes
- When there is more, there will be more.
Company Culture
- From me to us.
