Practice shows that the step from the drawing board to the turbulent outside world is difficult, and often means stumbling. That’s why we start hands-on. First, strengthen what already exists. Later we focus on the preliminary phase(s). In the end, the process proceeds chronologically. 

The compass is leading, the life spirit (mission, vision, values). This, with the strategy determines what strength is needed. The team is developed and strengthened to realize a purposeful existence. The energy in the organization comes from the ideas and initiatives that bring success every period. Success as in; achieving healthy growth.  

Healthy growth means always better, preferably more. Characteristic of transformations is that in the start-up phase, the input is higher than the output. The first growth is therefore better; working thoughtfully and persistently towards the new perspective. After that, growth accelerates. With a consistent approach, even exponentially. 

At its core, organizationvitality means you bring something that people support, believe in. That purpose translates into the ambition to become better. And to create a connection. Primarily within the organization. Because; to win outside = begin inside.  

The most beautiful organizations don’t just deliver products or services. They are part of their customers’ story. They contribute to their success, their healthy growth. A business eco-system.

First of all, it requires a vision (seeing what others don’t see yet) and enthusiasm. From the leadership.  Still it can be the result of an initiative from within the organisation. But a transformation requires a mandate. And perseverance. The fact that the output is limited in the beginning requires a long-term commitment. In terms of comparison, it’s more of a marathon than a sprint.

In terms of financial investment, this is rather an advantage. The change campaigns that have been launched with great fanfare and ended quietly are numerous. It is better to work on healthy growth step by step. That doesn’t just sound like Kaizen; it is.

Leaders are also employees. It is important not to think in terms of hierarchy, but in terms of creative capacity. Leadership aims to energize employees. Also the leaders themselves. Purposeful existence is about multiple-years of development. This requires continuous ‘tuning’; we are still on the right track. Rigid structures are an obstacle to this. Better to think in roles than job functions: it gives clout. As an organisation, you simply learn faster.