What we do
What if a company existed essentially as a system in movement? Leading change would therefore mean supporting its vital principle; allowing people to be aligned with what gives life to their company…
Following in the footsteps of Lavoisier and Bergson, the famous physician David Bohm suggests that reality only exists in terms of movement, of constant transformation of matter… What if a company existed essentially as a system in movement? Leading change would therefore mean supporting its vital principle; allowing people to be aligned with what gives life to their company…
Introduction
In the world of organisations, change often triggers strong emotions, described by some as what a process that will save them, by others like something imposed upon them, that one just has to cope with. Framed in that way, change can only bring polarisation; its implementation necessarily creates conflict, resistance and collateral damages. Its cost can become high, especially in the medium to long term, when long lasting conflicts threaten the company’s working climate and thereby team performance.
The key to solve this issue for Nexus is to allow the different actors of the company to become co-authors of the change that will be implemented. Facing the constant evolution of the context in which they navigate, what kind of organisational response do they wish to offer? What future do they wish to co-design together?
Example of intervention
1st case: a private hospital trust that needs to adapt their offer to the evolution in funding of their activities.
The request: facing a series of major evolutions in their work context (funding reform, changes in patients’ needs, changes in legal framework on private trusts…) a hospital Foundation creates a new CEO’s post and seeks consultancy for its executive board in order to help them lead the internal transformations needed for the coming years.
The results
- new by-laws and a new governance
- internal contracting between head office and the different departments, in order to clarify roles and responsibilities and develop better self management.
- a consolidation of its ‘best-in-class’ position regionally following these internal changes.
How did we do it:
The first objective was to enable all staff members to develop, individually and collectively, ownership of the evolutions to come in their context. Before designing the correct answers, clarifying the global impact that the foundation wanted to generate on its environment was necessary: why/ what for, in its essence, does it exist? Only afterwards could the work begin on the “how”, on the operational decisions that needed to be taken – because the strategic intentions had been clarified, shared and strengthened. To put into movement these strategic decision-makers and for them to be aligned with the vital principles of their organization, the work had to include:
- an individual coaching of the CEO’s
- workshop with the executive board
- strategic work with the Board of Trustees of the Foundation, leading to new by-laws and, more importantly, a renewed commitment from these Trustees.
2nd case: the merger of 7 provinces of a religious order into a single European province.
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