A dose of ‘genuine willingness’ for greater capacity to change
From having to change to wanting to change
In this personal story, Richard Jongenotter shares his perspective on organisations’ capacity for change. He explores how people can contribute to an organisation’s objectives, recognising that organisations are constantly evolving. This makes it all the more important to continually find appropriate responses to new developments.
Contextual Process Management as a starting point
This paper focuses on the conceptual model Contextual Process Management (CPM). It forms the foundation of our vision and approach to complex organisational change. The strength of CPM lies in its combination of simplicity and depth. The model helps improve the effectiveness of people and organisations, enabling them to respond proactively to developments both within and outside the organisation.
With this paper, we aim to offer a fresh perspective on how change takes shape within organisations. We show how organisations can make the shift from ‘having to change’ to ‘genuinely wanting to change’.
About the author
For a nationwide secondment and consultancy firm, we developed and implemented a new performance and development review cycle, career pathways and clearly defined HR processes, among other improvements.
We established a foundation of good employment practices and mutual responsibility between employer and employees. Rigid working relationships were transformed, enabling people to enjoy their work again and collaborate effectively.
A large national public sector organisation needed to realign its structure and governance with a new strategic direction. We worked to clarify responsibilities, enable more decisive decision-making and develop a coherent organisational plan.
By organising the HR function as a whole organisations can create an HR function that not only supports day-to-day operations but also makes a lasting contribution to organisational ambitions, job satisfaction and the development of human capital.