A corporate mindset is a bit like a river. Its direction depends on inherent qualities like its amount of water, its natural environment, and only to some extent on man-made interventions.

A big part of managing the corporate mindset consists in understanding the factors which influence it. Depending on project objective and scope, we use various methods of analysis, such as influence maps, culture maps, hidden rules of the game analysis, and story management.

Once you better understand the why of the existing mindset, it is easier to accept the factors you cannot change. If for some reason you need to have very detailed workflows which decide what people should do, you cannot expect them to have strong enterpreneurial thinking.

Amongst the influencing factors, you can identify those which can be changed in order to produce a mindchange. If people’s perfectionism is becoming dysfunctional, it may be that criteria such as cost or customer need are not present in their idea of a job well done. However, they can be moved there.

We help you change the essential influencing factors among structures, processes, and behavior of key people, and design a corporate mindchange as a rolling process.

Go with the flow, and at the right moment, be constructively opportunistic with confrontive interventions.

(Edgar Schein, M.I.T. emeritus)

Here are some of the essentials we believe in:

  • Let the organization speak. What is the point in knowing how your company “does” against a set of generic benchmark criteria, when you don’t know how relevant these criteria are in the individual context of your own organization? Isn’t it much more important to understand the criteria the people in your own company are daily applying to each other’s behavior?
  • It’s rational and emotional. We need to be able to capture both sides, and address both sides in the management team.
  • You cannot remote control others.The only levers are the managers’ own behavioral patterns and the framework conditions which influence the staff’s behavioral patterns.
  • At the beginning, the sense of urgency is always too small. If we are not able to produce strong messages towards the management team and later towards all members of staff, the desired mindchange will not happen.
  • It’s an ongoing trial-and-error process with moving targets. We need to construct a process which allows the management team to constantly learn from the system’s reaction and adapt to those measures which promise the highest impact.
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