Often organisations do not pay enough attention to explain either their strategy and strategic choices or the impact they will have on everyone’s work.
Strategy and daily work have so far remained firmly detached.
This is an opportunity – the opportunity to let go of the illusion that your strategy can somehow be carved in stone.
PMO methodology is ill-suited for leading the human factors of change
You can't lead or transform a strategy - only people.
Lead, manage and empower people so they know they are the core of how an organization operates. Since people create an organization – a supportive and stimulating environment is your first priority - environment affects behaviors.
Humans are not cogs in a machine
A high-performing, sustainable organization ensures people can concentrate on work, free from unnecessary physical or emotional stress. An autonomous and engaged workforce is led by great leaders who communicate to build understanding, meaning, and dialogue.
You need to holistically manage the human factor of all transformations, align and link those with the strategy, and people’s daily tasks and outcomes
When everyone understands their role and contribution to the complete picture, they can make solid independent decisions and be more purpose-driven.
98% perceive OKRs impactful and valuable and increased clarity of strategy to 4,2/5
OKRs invite all your people to think strategically, to enable them to make autonomous decisions, drive peak performance and motivate everyone to reach further when executing your strategy.
Individuals and teams find it easier to align their work towards the same goals when they know what others are focusing on and it is also easier to drive outcomes once work has a clear meaning and measurable actions.
Using Tangible Growth ROI in concrete cases
Double the speed of a complex change
Teams that had not been engaged with the change previously
Running a complex organizational and ways of working change
Get started with Tangible Growth
Use the Transformation Canvas to plan and understand the human factors of the change, and use the Tangible Growth Platform to run and iterate on the goals and alignment of the organization. Context sharing to tell the story of the transformation and how it will impact the customers and employees. Sense-Making to ensure that people understand the abstract change in their own context. Set outcome-based targets for 3 months at a time, OKRs. Use Insights to understand the adaptation and clarity curve of the change.