Many organisations are consultancy-fatigued. Not necessarily with the hiring of new external advisors, but they are tired of the fact that consultants usually provide little follow-up and their advice only lasts until next year’s “new” advice. While the mindset of employees remains: “let’s just take the usual course of action. Things will revert back to normal.” It’s something that AimAtArt also notices in practice. The consultancy’s advice usually remains on a couple of slides, that never spark to life in your organisation. It generally makes the impact a lot lower than it can be. Read here how this can be done differently!
From an external perspective towards an internal process
External advisors have loads to offer. A new perspective on the market, combining experience and data into a well founded strategy, as well as the ammunition to take concrete steps and communicate these to the organisation. Ask yourself: if renowned consultant X says so, it must be the right choice. But why does it have so little impact? Because: the process towards your new strategy or organisational model is an external one. Of course, some members of your organisation gave their input and voiced the concerns of their team members. But it isn’t their process. In our experience, a change of course can only happen when everyone in the organisation is commited to the idea , supports it, and is motivated to do his or her own tasks in a new manner. Only then, does change happen and have an impact.
Source the knowledge and skills of your own people
Our experience learns us that the potential for innovation comes from within. There is often a lot of knowledge and experience already on site. In this process you’ll sometimes also need external information to arrive at decisions. But these decisions do need to be made by the employees themselves. And they are quite capable of that. And that doesn’t at all have to be a slow process. In well prepared programs with a clear starting point and follow-up, you can take very large steps.
Creating space and flexibility
The own potential for innovation does, however, need to be unlocked. It needs space to reflect, look towards the future, a common goal for the future, and the invention of creative ideas towards that end. With inspiration, stretching thought boundaries, and activating the imagination, people will arrive at their own useful insights. It’s a method which also fits well with Agile offices. You hold meetings at specific times, come to an agreement on the important topics, and from there, everyone can work towards their own goals.
That own responsibility and freedom to shape the new future are essential. Of course, there are boundaries. But within those boundaries, your employees have freedom. That way, everyone feels as if the future of your organisation was determined by a joined effort and that they all contribute to make this happen. In addition, this approach makes the development process itself into something inspiring and motivating. People want to join in, instead of waiting for things to take their usual course. They want to work towards a future and support new plans to fruition. That is how you make an impact, right from the very start! Like one of our clients once said: “I want a strategy that belongs to everyone, directors and mechanics.” We can make it happen!
Consultancy-fatigued? Read about a different approach and how to really steer your company in a different direction.