Engagement-Model

How we assist Clients

Our engagement model is fully scalable to client-needs - to match desired level of change, impact and control. 

Level of Impact 

1. IMPROVEMENT: “Making a good company better”
   The COACH provides KNOWLEDGE and the client decides how to use it. This model is ideal for improving an already functional business – by teaching people new methods and support them in developing new skills.
   
   
2. SOLUTION: “Solving performance problems”
   The DESIGNER provides the SOLUTION and plans the implementation. The client controls the execution while the consultant guides people during the critical change-phase. This models is ideal for fixing process-problems and closing performance-gaps.
   
   
3. TURNAROUND: “Radical change to get back on track”
   The MANAGER takes ownership of implementation and results. The client provides the required resources and approves the execution-plan. This model is ideal to achieve extreme change - for transformation and turnaround.

Who is in charge?

At every engagement there are three basic questions to be answered:

• WHAT is the goal?
• HOW to achieve it?
• WHO makes it happen?

1. CLIENTS owns
   › Assumption – giving people new knowledge will modify their behavior
   › Method – offer information about trend, impact, future, consequences
   › Benefit – change is not dependent on a directive transformation process
   › Example – financial/trend analysis leads to internal restructuring
   
   
2. CONSULTANT owns
   › Urgency – when rapid change is required or deadline is near 
   › Expectation – that all people will adapt and modify their behavior
   › Example – projects with defined tasks with assigned ownership
   › Enforcement – consequence management is required to be effective 
   › Risk – people comply under pressure but believes remain unchanged
   
   
3. SHARED ownership
   › Time – after a while, it will be the norm “Acting into a new way of thinking”
   › Success – depends on the client’s people and support 
   › Control – the comprise must be understood and agreed
   › Results – happen quickly when driven by senior management
   › Long-term – shared control gives people time to adapt/absorb at own rate

Level of Control

1. 100% Control = COMMAND
   › Description – consultant has full ownership over process and resources 
   › Control – 100% controlled by the consultant
   › Benefits – speed, simplicity, autonomy to get things done
   › Disadvantage – fully dependent on the leader
   › Sustainable – when taking control but helping individuals
   › Side-effect: scares people, feel powerless 
   › Ideal – for fast/emergency-response and when capabilities are low
   
   
2. 75% Control = HELM
   › Description – client delegates most decisions and authority to the consultant 
   › Control – 75% controlled by the consultant
   › Benefits – quick learners develop skills towards independence
   › Disadvantage – shared decisions may lose control, creates uncertainties
   › Side-effect – can make people resentful because of limited control
   › Process – decisions are negotiated/agreed upon
   
   
3. 50% Control = NUDGE
   › Description – client shares ownership with consultant
   › Control – 50/50 by client/consultant  
   › Example – often used for downsizing
   › Benefits – semi-soft approach, indirect push, strong recommendations
   › Disadvantage – some people may get irritated because indirect approach 
   › Process – individuals have the choice but there is a clear external directive
   › Guide – consultant helps people to understand – education intervention 
   › Ideal – when internal action is not appropriate – using external trigger
   
   
4. 25% Control = EMPATHY
   › Description – consultant helps in the analysis and provides knowledge 
   › Control – client decides how to use the provided knowledge
   › Benefit – people feel free to decide what is right for them
   › Disadvantage – endless discussions without decisions
   › Ideal – when people want leadership and direction to move on

Conclusions

What to think about before starting a change project:

1. How much experience do you have internally to execute the change?
2. How much are you willing to take over control and ownership?
3. What latitude can you allow the consultant to have? What is needed?
4. What type of control do your people prefer and expect?
5. What budget is available to support the change?
6. What structure do you have available to support the change?

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