Business leaders recognise that in today’s volatile business environment, to remain successful driving and managing change is critical. Change requires ongoing adjustment at all levels of the organisation, which is neither easy nor comfortable for people.
How do you achieve successful change? The answer is Adoption. Through adoption, everyone in your company ensures that you obtain visible results from the change initiatives in your organisation.
We put this succinctly: R= I x A2
( Results = Initiatives x Adoption squared )
Maximising results by successful adoption of the transformational changes driven out of the initiatives. In other words, it does not matter how many initiatives (projects, exercises, and programmes, whatever) you throw at people if no one adopts the results of them. Typical initiatives include Six Sigma, software implementation (SAP, Siebel etc), Cost Reduction, M&A, Sarbanes Oxley and outsourcing programmes.
While this may sound obvious, the corporate landscape is rife with these initiatives in progress, where little or no thought has been put into how to make sure that the rest of the organisation actually adopt and own whatever improvement is advocated. Little surprise then that the adoption rate (and hence the success rate) of initiatives is pitifully low in many companies.
Business leaders recognise that in today’s volatile business environment, to remain successful driving and managing change is critical. Change requires ongoing adjustment at all levels of the organisation, which is neither easy nor comfortable for people.
How do you achieve successful change? The answer is Adoption. Through adoption, everyone in your company ensures that you obtain visible results from the change initiatives in your organisation.
We put this succinctly: R= I x A2
( Results = Initiatives x Adoption squared )
Maximising results by successful adoption of the transformational changes driven out of the initiatives. In other words, it does not matter how many initiatives (projects, exercises, and programmes, whatever) you throw at people if no one adopts the results of them. Typical initiatives include Six Sigma, software implementation (SAP, Siebel etc), Cost Reduction, M&A, Sarbanes Oxley and outsourcing programmes.
While this may sound obvious, the corporate landscape is rife with these initiatives in progress, where little or no thought has been put into how to make sure that the rest of the organisation actually adopt and own whatever improvement is advocated. Little surprise then that the adoption rate (and hence the success rate) of initiatives is pitifully low in many companies.