Change is a way of life for successful businesses but very few have invested in understanding how to create an environment which balances the need for change with the associated anxiety change generates. The result is that few change initiatives achieve all the goals they set out to, and many create as many new issues as solve old ones.
The secret to successful change – the balance between the organisation’s goals and the natural resistors to change - is well documented but poorly executed – why? Because few management consultants understand both the psychological elements of change as well as the operational.
That’s where Mind & Matter Consulting come in.
How we work with our clients
We can engage at three different stages of the change journey - the planning phase, the implementation phase or we can come in after the event to help iron out some of the emerging challenges. We see our approach as complementary to the specialist responsible for the change, whether that be the internal leadership or operations director, or an external partner such as a IT-solutions provider.
What Mind&Matter brings is the assurance that the change you want and need to make is effective.
Case study
In the summer of 2020, as Proximity London, a creative marketing agency, was coming to terms with managing remote working and other impacts from the COVID pandemic, it was announced it was merging globally with another agency, Rapp.
We were tasked with managing the merge of the UK offices - 500 people across 3 offices - and including leadership, data specialists, strategists, conceptual creatives, designers, operations teams, resource managers, personnel managers and client account teams.
We developed a six-stage Divergence/Convergence strategy that allowed for critical time and space for the innovation of new department structures and agency processes.
We also adapted the list of work groups and milestones identified by the CEO and leadership team to fit into a Drivers vs Resistors framework. This ensured that rather than just ‘telling’, the leadership team were also empathising and working with their teams who were already struggling with significant change in remote working.
The outcome was the successful completion of all workstreams within 4 months, including the restructuring of the Data department, the research and adoption of a new Project management IT solution, and no increase in staff turnover.