new organizations

If good col­lab­o­ra­tion is the key for effec­tive teams, and effec­tive lead­er­ship is the key for an engaged work­force, what is the main thing orga­ni­za­tions as a whole need to watch out for?

If you want to excel, your orga­ni­za­tion needs to pro­vide the frame­work in which effec­tive lead­er­ship and good col­lab­o­ra­tion can hap­pen. The essen­tial build­ing blocks of this frame­work are:

  • cor­po­rate val­ues that peo­ple can align with,
  • a phys­i­cal and vir­tu­al envi­ron­ment that nur­tures col­lab­o­ra­tion,
  • the right mix between clar­i­ty of what is expect­ed and self-super­vised work

At we under­stand that orga­ni­za­tion­al change is a chal­lenge for every­body involved. We help peo­ple to come on board and embrace change through facil­i­ta­tion of strate­gic design work­shops and indi­vid­ual coach­ing.

Case study: Facil­i­tat­ing change at Europol

When we were hired by the man­age­ment of Europol our assign­ment was to deliv­er train­ing in order to make peo­ple under­stand why change is impor­tant. They had just intro­duced a soft­ware plat­form that would change the work­ing pro­ce­dures in one of their depart­ments, and faced strong resis­tance from the user. We strong­ly believe that peo­ple don’t resist as such to change but they have pur­pos­es, con­cerns and cir­cum­stances which need to be acknowl­edged.

We start­ed with a series of inter­views which revealed that the affect­ed pop­u­la­tion did feel dis­re­spect­ed by their peers in oth­er depart­ments. So the objec­tive of our inter­ven­tions was to reestab­lish the pride in their craft. We did that by a series of work­shops involv­ing the entire depart­ment based on the Appre­cia­tive Inquiry approach, focus­ing on what works well instead of what was the prob­lem. In con­se­quence, the department’s staff devel­oped a list of rec­om­men­da­tions to man­age­ment that would help them to increase their effec­tive­ness. The new soft­ware became a means to their ends and wasn’t an issue any longer.


Case study: Post-merg­er process of two UN depart­ments

Expe­ri­ence from prof­it and non-­prof­it orga­ni­za­tions around the world show that a merg­ers of for­mer­ly sep­a­rat­ed orga­ni­za­tion­al units (whether from with­in the orga­ni­za­tion or from dif­fer­ent orga­ni­za­tions) are among the most crit­i­cal and dif­fi­cult change process­es. Many merg­ers fail to pro­duce their intend­ed results because of inad­e­quate engage­ment of employ­ees and inte­gra­tion of the cul­tures of the merg­ing units. Inte­grat­ing orga­ni­za­tion­al cul­tures, both from the insti­tu­tion­al stand­point and at the indi­vid­ual lev­el, cre­ates some of the great­est chal­lenges posed by a merg­er. In a post-­merg­er envi­ron­ment, the chal­lenge is always to bring dif­fer­ent cul­tures togeth­er to build a coher­ent new whole. A com­mon issue in such process­es is for lead­ers to re-­‐align teams to adapt to the new orga­ni­za­tion­al struc­ture, man­ag­ing the cul­tures of the two “lega­cy” units and to bridge the gap of trust and uncer­tain­ty of employ­ees who are inte­grat­ing into the new team.

When the for­mer Knowl­edge Man­age­ment and Capac­i­ty Build­ing groups of UNDP merged, we were asked to facil­i­tate their change process. The two units had been parts of the same glob­al orga­ni­za­tion but their his­to­ry, and work­ing and col­lab­o­ra­tion pat­terns dif­fered in var­i­ous dimen­sions.

The fol­low­ing image sum­ma­rizes the road we took:

KICG Journey