The rate and amount of change in the outside world requires people and organisations
to change and adapt continuously. Change produces uncertainty, which can lead to immobilisation and poor performance. By leading and managing change effectively, transitions may be managed more effectively. This results in faster and higher quality
execution of strategy, significant cost savings through waste reduction,
seizing first mover advantage where appropriate, greater employee engagement
and high performance.
Human Dynamics can help in the following areas:
- Acting in small doses as a catalyst for change in your company or organisation
- Gaining genuine consensus on the direction and need for change to save wasted energy and resources later on
- Helping you makeover worn out business models and processes in ways that your people are able and willing to use
- Accelerating change processes by acting as an external troubleshooter / agent provocateur, pinpointing areas where rapid action is needed to turn a business round in ways that people can hear and act upon
- Providing masterclasses and keynote addresses on leadership and the execution of change
- Providing executive coaching to change agents so that they may leverage change internally
Case Study:
Situation
Our client was a specialist group within the pharmaceutical company GSK. The group had come together shortly after the merger and there were different sub-cultures arising from the different organisations resulting in low levels of co-operation and avoidance of contentious issues around integration of work and projects.. i This resulted in wasted effort, in-fighting and other 'toxic' behaviours which threatened the group's viability and ultimately its contribution to the company
The client requirement
To rapidly reform the team, by finding zones of collaboration and building a climate of trust.
What we did
We designed and facilitated tailored team development events in partnership with the team. This explicitly addressed the question of cultural differences in a positive way and answered the question as to what advantages there were in working as a team of specialists. It also put an end to many of the toxic behaviours that led over time to more effective team performance.
The result
The head of the unit had this to say on the project, 6 months after the intervention "Measurements of performance in key areas of teamwork indicated an improvement in most aspects. The team also gained a better understanding of how to approach membership of customer teams. This was achieved in an informal atmosphere which was enjoyable, encouraged risk-taking and exploring new behaviour"
