Planning change? Be clear on what you need to throw out.

Every project we've worked on has, obviously, involved some degree of change. Of all the factors in managing change successfully, I think the most important is to be clear on exactly what it is that needs to change - and, crucially, what doesn't. That helps to explain the reasons and objectives of the "why", and ensures a smoother transition to the new state.

"Change" doesn't have to mean "Tear it all up and start again", but that's often the impression created by external consultants. And we've seen too many cases where clients have been made to feel that they've been doing more things wrong than right. That is neither fair nor helpful.

Our view (and experience) is that by confirming strengths, clients can feel more confident in addressing weaknesses. And by defining the degree of change required in each specific area, they can quickly build an understanding and commitment to making it work. We use a simple, repeatable and measurable framework that enables client teams to identify the real priorities - one of which is always to confirm what they're already doing well.

It's a framework the defines what those organisations need to drop, retain, evolve and acquire; and then how to manage the change. And it's made a huge, practical difference in every case.

If you'd like to explore how that kind of objective and sympathetic approach could work for you, we'd be delighted.