Arbeidsmetoder

Vi er coacher for opplæring av ansatte, rådgivere for industriell prosess design eller kommer inn som prosjektledelse for å lede og implementere endringer.

Coach, Consultant, Manager

We offer three engagement options to meet our clients” needs. For basic engagements, we work as coaches, transferring knowledge to build skill and capability. If more assistance is required, we work as consultants to develop detailed solutions, ready for implementation. For maximum control over processes and results, we work as interim managers to implement solutions until results are achieved and systems are in place to sustain them.

Engagement:	Coach	Consultant	Manager
Process:	Seminar	Proposal	Leadership
Influence:	Encouragement	Advice	Decision
Duration:	Days	Weeks	Months
Deliverable:	Knowledge	Solution	Impact

Amount of Change

Determining the appropriate amount of change is key to a successful project. Improvement projects focus on enhancing what is currently working (‘Kaizen’ approach), while transformation projects establish a radically different way to accomplish a stretch target (‘Kaikaku’ approach).

Change:	Improvement	Transformation
Condition:	Performance meets expectations	Performance below expectation
History:	Improvement potential recognized	Attempts to fix failed in the past
Approach:	Incremental improvement, soft change	Step improvement, radical change
Mode:	Kaizen Project = Performance Boost	Kaikaku Program = Performance Fix

Point of Control

The control for the program can remain by the internal team, fully delegated, or shared between both parties.

Control:	Internal	External	Shared
Assumption:	New knowledge will modify behavior and deliver better results	People are willing adapt and modify their behavior, following a clear direction	Buying external solutions and best practices will help to improve results
Method:	Offer information about trend, impact, consequences	Provide directive, people comply under pressure with risk that fundamental believes remain unchanged	Co-leadership, success depends on clear direction, level of buy-in and alignment
Benefit:	Change is not depend on a directive or external process	When rapid change is required or deadline is near; requires consequence management to be effective	Results happen quickly when driven by senior management
Example:	Trend analysis leads to internal restructuring	Swift action to bring delayed project back on track, and for turnarounds	Developing new organizational structure, business model update

Level of Control

The level of control given to the external manager or consultant depends on the situation and desired outcome; it can vary from basic analysis assistance to full program ownership.

Level:	100%/Command	75%/Helm	50%/Nudge	25%/Empathy
Description:	External manager has full ownership over process and resources	Most decisions and authority is delegated to the external manager	Consultant helps people to understand, education intervention	Consultant helps in the analysis and provides knowledge
Benefits:	Speed, simplicity, autonomy to get thrings done	Quick learners develop skills towards independence	Individuals have a choice but there is a clear external recommendation	Internal team remains in full control
Disadvantage:	Fully dependent on the external leader	Uncertainties from shared directive	Uncertainties from shared directive	Endless discussion without action
Success:	When taking control while coaching individuals	When decisions are negotiated and agreed upon	When recommendations are bought in	When internal team is committed to the target
Feelings:	Can scare people and make them feel powerless	Can make people resentful because of limited control	Some people might get irritated from indirect approach	People feel free to decide what is right for them
Application:	When internal capability is insufficient to achieve the desired change	When decision is made but external help is required to implement	When internal action is not appropriate, using an external trigger to introduce change	When people need critical knowledge to proceed
Examples:	Turnaround	Implementation	Downsizing	Analysis