Change often starts with a headline (such as transformation, professionalization, customer-centricity, or performance) but quickly faces resistance, with comments like ‘We can’t do that because…’, What should I stop doing instead?’, and ‘I’d like to, but how?’.
We recommend bringing in data (such as metrics on untapped market potential and available capacity) to motivate and integrating the change with the big picture (e.g., the strategy). This approach fosters relevance and cohesion and helps avoid resistance to a ‘new project.’
To address questions like ‘What should I stop doing?’ and ‘I’d like to, but how?’, you must understand their reality.
We find this by recognizing patterns in the field, giving you concrete examples of how others approach priorities and allocate time.
Then, we test the most important actions with your customers to ensure they are effective, the sequence is right, and customers appreciate the approach.
