For us, the most important measure of success in working with clients is effect. That is why in our approach the implementation is embedded in the entire process - from formulating the expected results, to a joint assessment of whether the desired change has actually taken place. Our cooperation with the client proceeds in line with the process:
We identify
Goals
Goals
We show
the effect
the effect
Without a clearly defined goal, it is impossible to go in the right direction and to assess whether it has actually been possible.
Therefore, together with the client, we formulate clear goals of the project. We focus on making the planned changes possible to implement.
We want to understand the expectations and perspective of all those involved in the change: sponsor, project leader, all beneficiaries.
Therefore, together with the client, we formulate clear goals of the project. We focus on making the planned changes possible to implement.
We want to understand the expectations and perspective of all those involved in the change: sponsor, project leader, all beneficiaries.
For the change to be effective, we take into account people and the context in which they operate.
If the professional community supports the change, it has a chance to become established. If not, it is not very likely that the new way of doing things will become everyday practice.
Depending on the scale of the planned changes, the context may mean the closest employee environment (relationship with the manager, the team in which he/she operates), the specificity of the role he/she plays in the organisation, the way the entire company operates.
If the professional community supports the change, it has a chance to become established. If not, it is not very likely that the new way of doing things will become everyday practice.
Depending on the scale of the planned changes, the context may mean the closest employee environment (relationship with the manager, the team in which he/she operates), the specificity of the role he/she plays in the organisation, the way the entire company operates.
Regardless of how big the change is to be - in the operation of the unit, team or organisation, we focus on the “leverage” points, i.e. the actions that allow us to achieve the desired result with a relatively small effort.
According to this principle, we design and implement all development activities. We choose tools and forms that maximise the desired effects.
According to this principle, we design and implement all development activities. We choose tools and forms that maximise the desired effects.
We constantly monitor the effects of our activities. Thanks to this, at the end of the project together with the client we are able to assess whether the planned change has actually taken place. We use the criteria contracted at the beginning of cooperation.
The implementation of projects in a spirit of partnership enables us to get to know the client's organisation and to develop recommendations for future developments.
The implementation of projects in a spirit of partnership enables us to get to know the client's organisation and to develop recommendations for future developments.
We analyse
context
context
We move
the leaver
the leaver
We identify
Goals
Goals
Without a clearly defined goal, it is impossible to go in the right direction and to assess whether it has actually been possible.
Therefore, together with the client, we formulate clear goals of the project. We focus on making the planned changes possible to implement.
We want to understand the expectations and perspective of all those involved in the change: sponsor, project leader, all beneficiaries.
Therefore, together with the client, we formulate clear goals of the project. We focus on making the planned changes possible to implement.
We want to understand the expectations and perspective of all those involved in the change: sponsor, project leader, all beneficiaries.
We analyse
context
context
For the change to be effective, we take into account people and the context in which they operate.
If the professional community supports the change, it has a chance to become established. If not, it is not very likely that the new way of doing things will become everyday practice.
Depending on the scale of the planned changes, the context may mean the closest employee environment (relationship with the manager, the team in which he/she operates), the specificity of the role he/she plays in the organisation, the way the entire company operates.
If the professional community supports the change, it has a chance to become established. If not, it is not very likely that the new way of doing things will become everyday practice.
Depending on the scale of the planned changes, the context may mean the closest employee environment (relationship with the manager, the team in which he/she operates), the specificity of the role he/she plays in the organisation, the way the entire company operates.
We move
the leaver
the leaver
Regardless of how big the change is to be - in the operation of the unit, team or organisation, we focus on the “leverage” points, i.e. the actions that allow us to achieve the desired result with a relatively small effort.
According to this principle, we design and implement all development activities. We choose tools and forms that maximise the desired effects.
According to this principle, we design and implement all development activities. We choose tools and forms that maximise the desired effects.
We show
the effect
the effect
We constantly monitor the effects of our activities. Thanks to this, at the end of the project together with the client we are able to assess whether the planned change has actually taken place. We use the criteria contracted at the beginning of cooperation.
The implementation of projects in a spirit of partnership enables us to get to know the client's organisation and to develop recommendations for future developments.
The implementation of projects in a spirit of partnership enables us to get to know the client's organisation and to develop recommendations for future developments.