What do we do?

What do we do?

Pragmatic, but not opportunistic

We are not fond of change for the sake of change. In many cases a situation emerged or was conceived in the past because there were perfectly good reasons for it at the time. In some cases, these reasons are no longer applicable, while they may still apply in others. It does not make sense to meddle in situations unless doing so will clearly offer benefits that are not outweighed by the disadvantages. We further believe that change is a craft that calls for a largely pragmatic approach focused on concrete – preferably visible – results. Change should produce true improvements that prove to be durable.

Roles that we perform

We take a hybrid approach. Both of us started out as organizational consultants, and we have both developed our skills as interim managers. The way in which we fulfill the role of manager is quite unusual – according to other managers. We do so by fulfilling the classic management role on the one hand (e.g. taking responsibility and decisions, monitoring progress, governance, etc.), while also improving the functioning of the organization. We accomplish the latter by drawing upon the skills of process consultants (e.g. organizing dialogue about how things are actually going, helping people to get a better grip on their work, tapping into the strengths of the organization). This makes us effective as agents of change and allows us to make things happen.

In addition to the hybrid character of our work as consulting managers or managing consultants, we often serve as lecturers in the fields of organization, change and governance, and we occasionally coach individuals or teams  In the past few years, this has generated a series of publications about change and unchangeability.