We facilitate the transformation and sustained evolution of your organisation toward its purpose

A transformation that is driven from within your organisation
with values to value

The FluidCulture 44 Method

The basic principles driving successful change are very similar for transformation related projects. These could be driven by process optimisation within a digitisation project, a merger or simply and at the same time with the highest complexity, the wish to transform toward a more ideal fit toward your companies purpose.

it is about understanding the real potential of a project and what needs to be done to achieve that potential. This goes beyond programming and implementation. It involves purpose and leadership.

the current attitude and culture of your organisation make up the frame for the success of projects related to its development. Whether they are training, leadership-coaching, method coaching… their potential benefits are limited by your organisations’ culture and attitude. It is about having the right assessment of the current potential and the insights into necessary steps to match expectations.

the drivers and purpose driven attitude of the founding and initial growth phase of a new enterprise are the sources of energy to overcome hurdles. They also define the basic underlying believes driving success. The organisation implemented during the professionalisation phase should be in alignment with the drivers of energy and purpose. Understanding these is key to building on those drivers that sustain further success.

due diligence in mergers of organisation should include a deep understanding of the cultures. The underlying beliefs in both organisations can be the influence that makes or breaks the merger.

transitions of this type bear a special set of challenges. Which these could be and in your specific case really are should be understood before making changes to the organisation. This will ensure a transition that is smooth both for employees and for customers.

The need for organisational transformation often arises from the digitisation, agility, employee empowerment… Zeitgeist. All organisations are subject to continuous transformation. The question is, whether it is a conscious, purpose-driven transformation or not.

To position and differentiate your brand from others is a need almost all organisations have. To do this by defining and combining your purpose with the actions within the organisation as well as toward your touch points is where we can help to create real and sustainable differentiation.

Following our principles we open spaces and perspectives leading to insights, options, a future vision and purpose.
Values gain value with their link to a strong purpose.

The driving elements of your organisation have a long history. The developed during the founding times and the growth period right up to the current period. They were defined by learnings – success factors, processes and actions that were successful or failed. Learnings that are deeply ingrained. They are the basic underlying assumptions of your organisation and define all action today.

Our understanding is that we need to respect these underlying assumptions and the history of the company. We need to understand them and leverage their strengths to make necessary transformation happen non-disruptive and sustainable.

The driving elements of your organisation have a long history. The developed during the founding times and the growth period right up to the current period. They were defined by learnings – success factors, processes and actions that were successful or failed. Learnings that are deeply ingrained. They are the basic underlying assumptions of your organisation and define all action today.

Our understanding is that we need to respect these underlying assumptions and the history of the company. We need to understand them and leverage their strengths to make necessary transformation happen non-disruptive and sustainable.

The number of parameters influencing your organisation are more or less infinite. Thus it is impossible to know them all or understand their causalities. It is really important to understand the import of this fact. It is equally important to clarify the purpose of the organisation and the change. It makes sure the change process is purpose driven and internal changes follow a clear need.

Since the parameters defining your organisation are infinite, it is our understanding that changes are made in small iterations, at a palatable speed and in sizing that can be effectively checked for their impact. Neither the members of the system, external or internal,  should be left behind nor should there be unwanted, undiscovered and impacts that cannot be corrected.

We believe in this evolutionary and highly agile approach. Utilising disruptive methods only where absolutely necessary.

The rules of a system apply to any organisation. Systems react with resistance to change from outside. There are reactions that are not predictable. Said reaction could be equally substituted by utter indifference. The solution to one topic could be the cause of the next problem. Or the said problem could be a result of another factor.

It is good to understand causalities before making a change. We realise that the system will not let you uncover all. However, there are those that always come together – with more or less impact – and of course depending on the current characteristics of your organisation.

Whenever your transition initiative faces the legitimate questions concerning diversion of resources from customer-related activities, generating more load for employees and leadership, jeopardising turnover and results you should look for an approach with a clear focus on the purpose. This will allow for an outside-in orientation making sure those demands are addressed that are facing the customer or the purpose driver. All others are derived from this understanding.

This focus puts the spotlight on things that are not required. Activities that can be dropped. Thus space and resources are set free to fulfill the demanding task of transformation in a sustainable way.

 

With the design of our services we enable an individual entry point depending on your needs.
From positioning workshops and sparring sessions right through the systemic organisational development.

Values need to be embedded in the daily activities and processes to be of real value and truly sustainable. Our customers benefit from the many years of management experience, experimenting and learning in regional as well as international enterprises.
Who we are? The founder of FluidCulture – Rodion Amin, valued customers and our trusted partners.