The most successful changes are those which go through the full process of Concept to Sustain so the organisation is clear what change it wants and why and is then able to successfully implement and further build on the change. Amazing Organisations offers the full CDCS model of Organisational Development - though we are happy to work with clients on specific elements of this value chain
The CDCS Value Chain
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CONCEPT - understanding what we want to change to and why where necessary selecting the appropriate business model -
DESIGN - designing the changes required to the structure; the operational, support and management processes, governance structures ; the culture and leadership style; the organisational skills and competencies and therefore the staff and skill profile
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CHANGE - effecting the change in the organisation in a systematic and sustainable way taking the people in the organisation with you whether or not they have a role in the new world,
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SUSTAIN - transferring skills to the organisation so that you understand the concept, design and change and have the skills to sustain the change as well as to further develop as well as ensuring that the change is embedded into the organisation and remaining issues are resolved
Clients can choose to have Amazing Organisations help with all or any element of this value chain.
We believe that you and your organisation have the content knowledge to build and deliver the change, what we bring is tools and expertise to guide you through processes including where appropriate introducing you to new ideas and thinking to stimulate innovative solutions. We will always build on the skills you have within your organisation and select tools to fit in with your goals and objectives and to showcase the culture you want to see in your organisation.
Our consultants bring passion and enthusiasm to your projects - flexibility combined with many years of experience in all kinds of organisations means we are able to respond quickly to issues to ensure that they do not derail the project.
