“Through various working sessions with Vodafone staff from all levels of the organization they helped us assess current behaviors and establish the gap between how things were and how we wanted them to be.”
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“Using seamless facilitation skills and charisma along with appropriate diagnostic tools, Cosmin and Adrian guided and helped a team of 24 managers draw up the Mission statement of the company.”
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“I wouldn’t offer Adrian to anybody, who is not brave or prepared to look in the mirror, who is not really prepared for a hard, painful and ‘challenging’ transformation process.”
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“Adrian and Cosmin helped and still help me to clarify quicker many of the challenges I’m facing in running an established but also growing business and they deliver concrete solutions when I need them.”
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“Since any business transformation starts with change in people, Cosmin’s empathy and ability to read and understand how human nature works are valuable tools that guaranty a successful turnaround.”
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“Together with Cosmin and Adrian we found very customized solutions to expand not only the business but also my perspectives.”
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If you are going to embark on an initiative that is aimed at changing your vision or your strategy, our recommendation is that you take a look at one of our longer-term interventions. As any initiative that impacts the well-being of the organization for a longer term, strategy definition should be closely linked with strategy deployment and execution, and this should make it a long-term project.
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In any change situation you can only embark in the process if your management team is in line with what you all need to do and works well together. Unfotunately, this is not always the case. In fact, it is more often quite the opposite. Especially in Romania, people tend to be hyper-competitive, compete rather than cooperate, engage in inter-personal conflicts, always disguised as professional conflicts and generally waste energy on things that add little value, if any, to the common good.
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As the old joke says, you only need one coach to change a light bulb, but the bulb needs to want it! We have been asked, far too often, to intervene in organizations where management sees the problems always originating somewhere else. While natural, this perception is impossible. Organizations exist as a product of their management, not against or independent of it.
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More than 80% of the organizational change efforts around the worls happen under new leadership. There is a reason for this. We are all very bad at changing the things that we ourselves have built. By comparison, changing something that someone else has built is always relatively easy. The road is not without its challenges, though. Most of the people that you find in the organization will be the same ones that created the reality that you want to change. Things that seem obviously wrong to you will seem reasonably right to them.
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Whenever you feel that the energy of the people in your organization is low, that they settled in a routine, that things go well, but without drive, it is time for revisiting your vision. In our view, a good vision should consist of three parts: a purpose, an ambition and a philosophy. The purpose should answer the question “why”, to the employees of the company and to its customers.
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Values are probably the least understood and the worst managed part of an organizational architecture, and it shows. Many organizations complain that their people do not work well together, but then do nothing about supporting and emphasizing their values. All groups need to have two things in common, in order to be called a team: values and goals. Groups with values but no goals are fraternities. Groups with goals but no values are packs. We need both.
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Changes in strategy are usually triggered by changes in the external environment. We can help you understand how these changes affect the competitive landscape and how the market trends influence your strategic advantage. We can also help you develop a new strategy, with a new ambition, purpose and philosophy that would build on your core competences and capture the opportunities in the future. But, most importantly, we can help you design and build the organization that will deliver this strategic ambition.
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Everybody knows that large organizations can not be run the same way as small ones. They require large numbers of people to work collectively to a common goal, therefore they need a lot of structure, rules, processes and operating procedures in order to function. However, at one point in the life of the company, this vast infrastructure that supports the organizational effort becomes too heavy. People feel disenfranchised by the bureaucracy and politics that come with such an approach and the energy level decreases.
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Peter Drucker once famously said that “culture eats strategy for breakfast”. Despite the fact that the assertion is largely accepted, and despite the fact that whenever mergers fail to deliver the expected outcome culture clash is almost always cited as the main factor, precious little is done in M&A processes to assess cultural differences and to address them. In addition to the normal transformation process, a merger situation will require a cultural due-diligence to be performed on both merging organizations, with potential sources of conflict identified.
Read MoreWhat do we mean by:
We want clients that value transformation in the right way.
Starting with them, that is.
Whenever teams or organizations embark on a transformational process, they want to arrive to new destinations.
As long as the leaders lead the same, it will only bring them in the same old places. Sometime easier, or cheaper, or faster, but to the same ending.
We want leaders that want to share a different way to success, one that everybody in the organization will want to engage with and work for to their best.
We know that every client of ours has a proud history of success.
Otherwise he wouldn’t be here at all. But more often than not, what created success years ago will not deliver it forward.
Clients and markets transform too fast and too frequent for the old success receipe to remain valid.
When we look at a transformation process we address alligment and engagement at each required level on values, meaning, structures, processes, motivation and output. The place we usually start with is the board.
We take no assumption for granted.
We question a lot and listen even more. Than look for consesus on the best possible solution.
Our consultancy is open and straightforward, precise and concise. It uses internationally validated instruments to measure and understand the status quo in the organization and than creates the most apropriate levers for transformation.
We participate in the process and assume responsibility for the results.
We believe more in values and responsibility than in rules and bureaucracy. Our greatest motivation is to see better people leading better organizations. Clarity of mind, of objectives and of systems are key ingredients. Understanding the causes of individual behavior is the way to transform the culture for performance of a team or a company.
The perceptions of the customers are rooted in the mindset of the employees. Our view on the transformation process strengthens this link and leverages its consistency. A great customer experience is very hard to achieve without a great employee experience. But the later does not necessarily leads to the first, unless it is designed to do so.
We look at the whole picture and search for the most relevant details. The aim is to connect what is said with what is done and with what is measured. Inside and outside the company. Alignment starts at the top and produces results both at the bottom and in the bottom line.
The interventions may be needed when some of these transformations occur: • New leadership; • Establishing a new vision for the company; • Adopting or adapting a new set of values; • Mergers and acquisitions; • Changes in strategy; • Repositioning, rebranding or restructuring; • Increasing the flexibility of the organization; • Whenever a need is rising for reaching the next level.
We are not smarter than our clients. We just have a different perspective, being already outside the box. We empathize with the people inside because we were there. We built our own companies, learned from mistakes, led them to success and sold them to multinational corporations. Than we run branches of those corporations. We walked the talk. Now, we are passionate about assisting leaders, teams and organizations to raise the level of understanding their people, their business and their markets. And thus, to create a new way forward.
Adrian Stanciu is a leading Organizational Development consultant in Romania, specializing in organizational culture management and change. Previously, he was CEO of Xerox Romania.
Read MoreCosmin Alexandru este consultant în branding și strategia comunicării. De asemenea ține workshop-uri și face mentorat în leadership pentru persoane sau companii. A fost co-fondator GfK România și a condus-o timp de 12 ani.
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