Struggling to engage your team?

We organize fast-paced workshops to map out existing ideas to go from the current to the desired state and start constructing the story behind the desired change. 

We organize an off-site workshop to align on our change objectives, perform an in-depth reality check, and plan initiatives to move forward in the desired direction.

We implement agile learning cycles of planning, execution, and review. By uniting people from diverse teams, we break barriers and merge insights, fostering an inclusive culture ready for growth. We start with trial-ready projects and learn along the way. This approach minimizes risk and prepares us for broader implementation.

We focus on making the shift from pilot projects to organization-wide implementation. We align current operations with new processes, ensuring a smooth transition to the desired way of working, and organize targeted training and support to equip your people with the knowledge for the new processes and behaviors.

We activate a network of change advocates to guide and reassure teams, cementing widespread adoption and cultural integration. This can take on a (hybrid) form of a center of excellence or a community of practice. After that, our direct involvement is no longer needed.

Viewing change as a process rather than a model makes the concept of ‘change’ more practical, adaptable, and relatable, aligning more closely with organizational change's dynamic and complex nature. One-size-fits-all solutions are never helpful. A process aligns more closely with the continuously evolving nature of organizations, making it a more effective approach to managing change.

It’s impossible to predict how long a change process will take. This highly depends on the changing conditions of people and teams involved. These conditions (for example, market challenges, social circumstances,…) can impact an organization anytime. A human is no island, so organizations are neither. That is why we prefer to work with outcome-oriented phases in the process, rather than try to predict the whole outline of it at the start.

The process itself is never the goal. That’s why Buildr insists on setting what we call change OKRs that stress the people side of change in your organization. We prefer working with OKRs (a goal-setting framework with objectives (O) and Key Results (KRs)), since these best align with the agile (or scrum) methodologies we insert to measure progress during the growth phase of the change process.

In a way, yes, it is. Each new phase builds on the actions taken and lessons learned from the previous phase. Depending on your organizational context and conditions, we can take initiatives typical for a certain phase and bring it forward or push it further down the road.

Buildr can assure that the process and the change you aim for are managed at an expert level, yet can never guarantee a quick fix or easy process. It depends on the changing conditions of the people involved and the organization’s capabilities.

This change process emphasizes adaptability, collaboration, and continuous improvement. It is particularly well-suited for organizations with a mix of these characteristics:

1. Organizations with high change readiness
2. Organizations with a strong vision
3. Organizations lacking alignment on vision
4. Organizations uncertain about where to start with change
5. Organizations undergoing significant transformation
6. Organizations placing a high value on people and culture.