In periods of unrest and financial turbulence, there is a significant gap between companies that build resilience and those who rely on outdated structures based on yesterday’s markets.
We believe that it is a mistake to view your Organisational Development as a process used primarily to prop up internal business structures. These structures have usually evolved to meet current demands, and they have often have become static.
‘Static’ here means that your current structures represent the past and present only. In today’s climate, this is a risk to future growth —particularly to an organisation’s ability to adapt to change.
If your current internal structures and culture react to change using this present-past organisational footprint, there will be a variety of issues when you invest in business transformation.
We have found a variety of reasons why organisations use a ‘current model’ as a design choice:
Organisations are increasingly facing business challenges from rapidly changing market conditions, globalisation, and pressure from shorter Go-to-Market cycles for new products and services.
Businesses don’t always have the relevant data analytics to understand new trends or changing consumer behaviour —leading to obsolete products and ‘burning’ working capital.
We offer a solution with our Organisational Design Process combined with tools to measure Workforce Resilience. By establishing the readiness for organisational change, in your workforce, culture and internal structures, we can help you plan for a successful and competitive future.
Before embarking on organisational design projects it is essential to understand your Business Challenges and People Challenges.
We see projects fail because so often the ‘People Factor’ becomes an afterthought. Companies start a complex transformation with no benchmark for the change readiness of their workforce.
They sometimes start with estimates to completion that are a guess or idealistic hope at best. An evidence-based understanding of the work resilience of your workforce supports your board decisions; providing better accuracy for the expected level of success and timescales.
Workforce resilience is a huge factor in any large-scale business transformation. If you don’t ensure resilience is high enough before business transformation the outcomes will include:
Our solution always starts with diagnosing the mental state and level of resilience of your workforce. This starting point is essential to understand the change readiness of your organisation and it gives a clear indication of any organisational limitations that can frustrate the full success of your change initiative. It prepares you for the initial work that must be completed before beginning organisational change.
We use AURA, a comprehensive assessment tool to help the leadership team make informed change management decisions. AURA will help you uncover pain points at the level of individuals and teams. This data feeds into to a targeted action plan to mitigate risk and improve wellbeing.
The advantages of AURA:
Our consultancy platform will give your board the necessary ‘hidden’ information to put in place a realistic strategy for change management.
Our approach ensures:
If you want to find out more about our unique approach to organisational change - including bringing HR functions into boardroom discussion, workforce resilience and change readiness analytics and achieving consistency in management styles and communication across your business then please get in touch with our
Head of Human Capital Management -
Cees van der Vlugt.
Cambridge Management Consulting is a specialist consultancy drawing on an extensive network of global talent. We are your growth catalyst, assembling a team of experts to focus on the specific challenges of your market.
With an emphasis on digital transformation, we add value to any business attempting to scale by combining capabilities such as marketing acceleration, digital innovation, talent acquisition and procurement.
Founded in Cambridge, UK, we created a consultancy to cope specifically with the demands of a fast-changing digital world. Since then, we’ve gone international, with offices in Cambridge, London, Paris and Tel Aviv, 100 consultants in 17 countries, and clients all over the world.
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