We believe that if you could get all people in an organisation rowing in the same direction toward a common vision, you could dominate that industry, in any market, against any competition.
Tricordant have supported a series of transformational projects with commercial engineering/industrial companies over the last year that have happily forced us to evolve further our ways of working with clients. Do the reflections below chime with your view? What have we missed?

1. Even in these recent recessionary times, the call for ‘organisational transformation’ to make game-changing performance improvements is as great as ever. For such significant change you need to improve the ‘health’ of the ‘whole system’.
2. Companies increasingly want support to enable them to transform themselves. They don’t want consultants doing the redesign for them. They know that sustainable change comes from staff-engagement, local-ownership and broad participation in designing the future together.
3. We’ve been asked increasingly to train internal change teams in our approach and tools so they can then do the work themselves. We’ve gladly acted as advisors and guides rather than hands-on consultants.
4. We’ve been asked to facilitate, or be on hand while they facilitate, multiple strings of workshops and large-group events, engaging with employees from all levels and areas of the organisation
5. The upfront work on strategic re-planning and organisation redesign is only the start. Clients want seamless support with staff engagement and organisation development through into implementation.
6. We have learnt to help clients to work simultaneously on both the visible and the invisible aspects of the organisation (see iceberg diagram). This is hard culturally for some process-led engineering company teams.
7. Clients need coaching support through the transition. Coaching the senior team. Coaching new team leaders. Coaching their own coaches for ongoing support.
8. The first step is with the senior team; transforming themselves into a world-class functioning leadership team. This needs mutual trust, preparedness to be vulnerable to one-another, confidence to argue with passion and all backing an holistic vision.
9. Results are visible across the whole company: in productivity, quality, delivery, service, absenteeism, employee satisfaction and on the bottom line.

What do you think? Are there some other key trends you’ve seen?