In Groupmapping we are taking a different approach. We are not coming with solutions, but we are leading you there. For we believe that you have the knowledge and skills for a successful transformation itself. Our expertise is shaping the process there.
We are talking about people, sincere cooperation and the strength of the team. That is why we do not direct it to us, but we place it where it belongs: with professionals on the workplace. Those who have to do it. This requires expertise in guiding transitions, organising major events to accelerate this process and new consultation structures to ensure the change.
We do not believe in a standard approach. Every organisation, culture and dynamic is unique. That is why we design each transition process consciously and specifically for your context. For every change comes into an existing and living system. This requires constant evaluations so that we can be re-directed on time. Open, honest and with space for everyone's input. This not only works best, but also leads to security, creativity and mutual understanding. The main building blocks for effective collaboration and innovative ideas.
The result: The design process is seamlessly in line with the daily reality of the workplace. Employees feel seen, thus allowing them to accept the plans more quickly and to increase their willingness to act.
As we guide the human dynamic, we leave the subject matter to the true experts: you. Therefore, we do not come up with the solution, but design and guide the process in which you yourself come up with the answers. This crucial difference determines the success of the change. For if you come up with the solution yourself, you will also remain the owner of the change.
The result: The solution comes from those who know content and daily practice best, creating support, motivation and strength to get to work.
We understand how complex change can be and how great transformations can lead to uncertainty. Therefore, we bring back complexity to logical and manageable chunks. By bringing together different perspectives, we gain insight into the individual parts and the buttons that can be turned to influence them. Once we clear what needs to happen, we cut up the chunks, tackle the individual parts one by one and bring it back to a clear whole.
The result: The organisation stops theoretical navel staring and is going to work in a targeted and concrete way. The deadlock has broken and confidence in a successful outcome has been restored.
We ensure that leaders shift their focus from micro-managing and instructing, setting and facilitating frameworks. No top-down strategy implementation, but together with the employees create their own role. Therefore, we train leaders to facilitate groups, bring perspectives together and encourage employees to come up with the solutions themselves.
The result: all employees anchor the new vision directly in the daily work and feel the freedom to make decisions themselves. Implementation is faster, more organic and with a higher involvement.
When people listen to each other and combine their insights, they come up with solutions they never thought of individually. We train teams in effective collaboration, optimize consultation structures and bring together the right experts physically. We remove literal and figurative walls and make sure that everyone does what they do by nature: working together.
The result: Internal borders fade, innovation strength grows and employees feel committed and responsible for the final goal.
We use large physical events to replace weeks of interviews, analyses and slow decision-making, because if we allow dozens, sometimes hundreds, of people to work in parallel in one space, we eliminate the endless flow of internal emails. We combine all relevant perspectives on the ground, allowing participants to understand and understand each other's interests. This creates solutions directly and for the practice. This shared performance generates an unprecedented amount of positive energy and group feeling, so that participants become ambassadors of the new course.
The result: large groups of people understand the challenge, devise the solutions and take the motivation to bring them into practice to the rest of the organisation.
We do not see resistance to change as a persistent problem, but as valuable wisdom. People are willing to change, but do not want to be changed. They have to feel the urgency and understand why the new course is needed. Therefore, we pay attention to the discontent and listen to the objections. Because the critical minority often has the key to making a plan waterproof. Once we know this, we are jointly designing a solution that they accept.
The result: People feel heard, taken seriously and see that they are not powerless to change.
Once there is a strategy and an action plan, the new course is not yet a fact. To make the change sustainable, we introduce a fixed 'hearbeat'. A periodic session in which key figures come together to evaluate and sharpen the plans. Thus, the strategy remains in motion and aligned with the actual reality.
The result: The strategy comes from paper and is going to live. Structural, small price adjustments prevent the organisation from having to make new multiannual plans each time.
