‘On the basis of a careful diagnosis we help our clients with designing and guiding the change that leads to the desired result’
Change is not a goal in itself, it needs to mean something, it needs to be real. TEN HAVE Change Management ensures that the desired change is actually realised. Together with the client we approach the change issue integrally in the context of the organization.
We make the connection between strategy and implementation and combine knowledge of the subject matter with knowledge of the process. All relevant aspects are considered in conjunction to achieve an effective design for change that fits the context. We call this connective change.
Changing the way we change
‘Together with our client we achieve valuable and sustainable change by developing the client’s power to change. This is how vital organizations are created.’
In the interest of the client
Movement, balance and connection are of paramount importance to our client. This is why we offer him the best of the best in realising a change of direction, a change in the organisation or behavioral change in the employees.
We help our client to achieve valuable and sustainable changes by developing the client’s power to change. This way vital organizations are created which adapt well to their environment and which florish by making their mission, ambition and goals valuable and a reality.
‘The impulse for change stems from a change in the internal or external context. Vital organizations are able to perceive and understand that context, and respond to it accordingly.’
Understanding context and giving meaning
The impulses for change can be diverse: The desire to work together differently, the desire to serve customers better, a change of strategy, changing legislation, a merger or a re-organization. Changing successfully starts with a translation of the changes in the context that fit the reasons for the change.
‘We work with our client on tailored choices and pay a lot of attention to an inspiring direction.’
Making choices and determining direction
Vision and strategy form the basis for movement and balance. They embody the rationale of the organization. They give direction and inspiration as long as they are well chosen, appealing and shared. This is why we work with our client on tailored choices and pay a lot of attention to an inspiring direction.
‘Change is all about effect – it is about ‘hard’, concrete results – but also about perceptions and emotions that are connected to the change. To contribute to this effect substantially is what we strive for.’
Changing successfully demands a clear view of the desired results and an understanding of the (possible) effects of the change. What must the change deliver to the organization? What is the contribution to the objectives of the organization? But also: what does the change mean for the future of the employees, the position of a department and the perceptions of those involved? This is why it is necessary to judge again and again how to give the right attention to the effect, within the process, in designing and guiding the change.
‘When changing, the direction of this change needs to be clear. This needs to be confirmed by the strategy, the structure as well as through the organizational values.’
Management and self management
Changing successfully demands a combination of management and self management. Strategy, organizational structure, processes, organizational values, exemplary behavior and ‘corporate stories’ should give the right signals. Together they ensure the translation of a motive into a direction of motion. As a result employees will be able to manage themselves in a change process and hence productive behavior will arise.
‘Energy is required to achieve movement. Energy stems from the passion of those involved, leadership and inspiration, AND from the right people and means.’
Change success factors
When the energy to change is present, movement is the result. This energy arises when people are convinced of their own powers to act adequately and efficiently in the changing situation. Important success factors: stimulating leadership, frameworks for change, room for individual thinking and attention to the social dimension of change.
‘The connection between the rationale for the change, the effect, the focus and the energy ensures that the change is imaginable and achievable. Ultimately it is about the essence of connection itself, attention and contact.’
The heart of changing successfully
Connection forms the heart of changing successfully. Connection has a lot of aspects. It is about the connection between plan and execution, organization and client, stakeholder and strategy, management and employees. It is also about the connection between the rationale for change and the experience of the individuals involved. The connection ensures that the change is imaginable and achievable. Ultimately it is about the essence of connection itself, attention and contact.