Engagement Model

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Engagement-Model
How we assist Clients Our engagement model is fully scalable to client-needs - to match desired level of change, impact and control. Model Input Process Output

What we How we work provide 1. Coach 1. Knowledge 2. Designer 2. Plan/System 3. Manager 3. Results

What results to expect 1. Knowledge transferred improved skills and How we deliver capability 1. Workshop 2. Agreed future-state design ready for 2. Workflow/sys implementation 3. Workout 3. Full-cycle execution results are achieved and stable

Level of Impact 1. IMPROVEMENT: Making a good company better The COACH provides KNOWLEDGE and the client decides how to use it. This model is ideal for

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1/5/2010

Engagement Model

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improving an already functional business by teaching people new methods and support them in developing new skills. 2. SOLUTION: Solving performance problems The DESIGNER provides the SOLUTION and plans the implementation. The client controls the execution while the consultant guides people during the critical change-phase. This models is ideal for fixing process-problems and closing performance-gaps. 3. TURNAROUND: Radical change to get back on track The MANAGER takes ownership of implementation and results. The client provides the required resources and approves the execution-plan. This model is ideal to achieve extreme change - for transformation and turnaround.

Who is in charge? At every engagement there are three basic questions to be answered: WHAT is the goal? HOW to achieve it? WHO makes it happen? 1. CLIENTS owns Assumption giving people new knowledge will modify their behavior Method offer information about trend, impact, future, consequences Benefit change is not dependent on a directive transformation process Example financial/trend analysis leads to internal restructuring 2. CONSULTANT owns Urgency when rapid change is required or deadline is near Expectation that all people will adapt and modify their behavior Example projects with defined tasks with assigned ownership Enforcement consequence management is required to be effective Risk people comply under pressure but believes remain unchanged 3. SHARED ownership Time after a while, it will be the norm Acting into a new way of thinking Success depends on the clients people and support Control the comprise must be understood and agreed Results happen quickly when driven by senior management Long-term shared control gives people time to adapt/absorb at own rate

Level of Control 1. 100% Control = COMMAND Description consultant has full ownership over process and resources Control 100% controlled by the consultant Benefits speed, simplicity, autonomy to get things done

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Engagement Model

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Disadvantage fully dependent on the leader Sustainable when taking control but helping individuals Side-effect: scares people, feel powerless Ideal for fast/emergency-response and when capabilities are low 2. 75% Control = HELM Description client delegates most decisions and authority to the consultant Control 75% controlled by the consultant Benefits quick learners develop skills towards independence Disadvantage shared decisions may lose control, creates uncertainties Side-effect can make people resentful because of limited control Process decisions are negotiated/agreed upon 3. 50% Control = NUDGE Description client shares ownership with consultant Control 50/50 by client/consultant Example often used for downsizing Benefits semi-soft approach, indirect push, strong recommendations Disadvantage some people may get irritated because indirect approach Process individuals have the choice but there is a clear external directive Guide consultant helps people to understand education intervention Ideal when internal action is not appropriate using external trigger 4. 25% Control = EMPATHY Description consultant helps in the analysis and provides knowledge Control client decides how to use the provided knowledge Benefit people feel free to decide what is right for them Disadvantage endless discussions without decisions Ideal when people want leadership and direction to move on

Conclusions What to think about before starting a change project: 1. 2. 3. 4. 5. 6. How much experience do you have internally to execute the change? How much are you willing to take over control and ownership? What latitude can you allow the consultant to have? What is needed? What type of control do your people prefer and expect? What budget is available to support the change? What structure do you have available to support the change?

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1/5/2010