Solutions For You - Professional Servcies - Business Management Consulting
Our Services
- Knowledge Management
- Risk Management
- Internal surveys and analysis
- Project "Internal health check"
- Training
- Internal communication strategies
- Stakeholder mapping
- Employee engagement strategies
At Agresso we understand that people-centric organisations rely on high performing employees and internal teams with business processes in place to support the achievement individual and organisation-wide goals and objectives. Return on Investment (ROI) in business process change is often unrealised due to the failure of technology solutions to embrace and harness internal culture and leverage human capital to its fullest potential.
Likewise, investment in new project management processes or tools is wasted if people capability and organisational culture is not aligned with the new ways of working that are required. Training and mentoring is required to increase project management capability, not only of project managers, but also of business owners and senior executives who interact with project staff. New tools and processes will not change attitudes and behaviour; helping people to understand a project management culture and to develop with it will.
The term Change Management has entered the lexicon of contemporary management consulting. Often misunderstood change management is in many ways difficult to distil into a common denominator from all the sources that are applying the phrase to their mental maps of organizational development. In a business setting change management is all about ensuring that organisational change in the form of new systems of work, technology, business process or even a new marketplace is managed effectively to ensure that the greatest leverage is made from employee engagement, understanding and participation.
Only if organizations and individuals within organizations learn, they will able to master a positive change. In other words, change is the result from an organizational learning process that centres around the questions: 'In order to sustain and grow as an organization and as individuals within; what are the procedures, what is the know-how we need to maintain and where do we need to change?', and, 'How can we manage a change, that is in harmony with the values we hold as individuals and as organizations?'
Change Management is also about Knowledge Management, which took several turns during the nineties. When the establishment of an intranet was suddenly feasible to any large organization, IT and management scientists declared the beginning of the "knowledge society". The immature anticipation of knowledge management was that every member of an organization would be highly motivated to share information through a common platform and a quality improvement process would be enabled more or less by itself. It took only a couple of years to realize that this assumption was false. Up to now, there are no examples of a company in which transformational learning is facilitated by an IT system only, because the early protagonists forgot that information does not equal knowledge and that human knowledge is in the muscles of the persons who make the parts of a larger system.
Benefits
- Trained, engaged, confident users
- Transformed business processes socialised to your organisational DNA
- Streamlined business process, improved wherever possible
- Technology as an enabler
- Shared organisational goals deliver through teamwork
- Organisational envisioning
