How do you awaken the ‘sleeping giant?’ Like Gulliver many organizations find that while they may have been lean and mean at one point in time, meanwhile decades of success have allowed hundreds of strings of procedures and bureaucracy to tie them up. They have become fat and immobile and quite simply anything but competitive, sharp and innovative.

Crisis is of course the way many organizations (and people) change. Layoffs, plant closings, loss of market share, etc., finally stimulate the giant to wake up.

So the question of change is; how do wake our organization up before we face a crisis? How do we reinvigorate and refocus the organization?

What is our starting point?

Change brings about tension. From the organisation’s perspective change is a natural occurrence: its purpose is to make the business more up-to-date. When we look at change from the point of view of the people in the organisation, it is not so natural: we are not built to adjust spontaneously to changes imposed on us.

This tension determines the human dynamics that will affect the organisation on all levels.
Successful changes demand anticipation on the human dynamics level during the process of change. The point is therefore to effectively build the logical principles underlying these dynamics into the project plan.

What do we do?

• We support managers and management teams in change management
• We coach change teams
• We develop and implement communication sessions and change workshops
• We counsel managers on how to handle resistance and responses to change
• We develop, counsel and implement complete courses for change

Limeri Map

In the course of our experience we have put together a tool called the Limeri Map. LIMERI stands for a combination of necessary interventions (Listening, Informing, Modelling, Educating, Rewarding and Involving) for directing people. MAP stands for both mapping and for implementing these interventions in a specific organisation context. The LIMERI MAP is a dynamic tool for the 'leaders of the change'.