WHO WE HELP

We help businesses and organizations of all types who face the challenges of change.

After years of feeling change was not being managed effectively, we interviewed Atlantic Canadian business leaders on the topic. They confirmed that the burdens of managing change were often overwhelming, and that mitigating these challenges expediently was a top priority.

Signs that your organization could benefit from collaboration with Org 2.0:

  • Staff are overwhelmed, disengaged, or feel disenfranchised.
  • There is a general feeling that something is not quite right.
  • Your organization must make some fundamental shifts, often due to forces beyond your control.

Every situation is unique. Org 2.0, crafts a solution that is built around the needs of your particular case. Here are some examples:

CASE STUDIES:

Continuity Conundrum

The Challenge:
The Financial Services department at St. Mary’s University had no choice — it had to plan now for the next round of Baby Boomer retirements. “To prepare for the next round of retirements, we needed knowledge transfer systems and standard business processes,” says Maureen Hayward, Assistant Director – Financial Services, Saint Mary's University.

After 20 to 35 years with the university, 20% of Financial Services employees had retired over a five-year period without recording or transferring their knowledge. As a result, new and existing Financial Services employees had plenty of questions and no answers. The ensuing delays were a challenge for everyone.

“Massive change was required because we’d been doing things the same way for decades,” says Hayward, whose team knew that they’d have to change to do more with existing resources.

A recently hired senior director was sure that a continuous improvement culture, business process analysis/mapping, and a common language would make a big difference.

“We knew what to do, we just didn’t know how to do it or where to start, so we hired Org 2.0.” says Hayward.

The Org 2.0 Impact:

The lack of documentation in the organization was the catalyst for change, but something bigger was happening. Leadership understood that the true strength of the organization could be found in a larger systemic shift towards becoming a learning organization. This shift would address the current issue of lost organizational knowledge but would also create dynamic engagement for future resilience.

Org 2.0 focused the team on a single, clearly defined purpose: to create a continuous improvement culture. Change initiatives would be documented, prioritized and scheduled; structures would be created to sustain the ongoing development of documentation and maintenance of organizational knowledge.

“Org 2.0 and the university supported the inclusion of every employee to ensure engagement, participation and support,” says Hayward. As a result of our work together, the Financial Services employees developed the skills to identify 125 key business processes, mapping nine of them. By popular vote, six processes were selected for improvement.

While we were happy to help develop these results, the real power lay in transformation the team experienced. Employees who have typically remained in the background stepped up. One shy, reserved employee partnered with another in the department on her first idea. She then collaborated with two more from outside the department on her second one.

Together, her ideas have saved her 98 hours a year so far. “She felt empowered to make the change and the benefits extend beyond our department,” says Hayward.

“Financial Services can prepare for the future because of the ‘continuous improvement and innovation’ culture and processes created with Org 2.0’s support and guidance,” says Hayward. “We’re already reaping the benefits, but we know the best is yet to come!”

Sustainable Growth

The Challenge:
A family-owned and operated manufacturing company has steadily grown over the years to a company of 200 employees. The transition to a mid-sized company has brought on myriad initiatives including upgrading old software, formalizing processes, reviewing policy and the ongoing challenge of managing increasing demands for space.

As a socially-conscious manufacturer they are deeply invested in their community and collaborate with industry partners towards understanding the options for greener and more sustainable solutions in years to come. However, they also understand that the environmental, regulatory and political landscape is changing significantly and in real time. How they respond will make all the difference.

As the company approaches 60 years in business, many of the staff have been with the company over 25 years. They understand the value contained in the wisdom of a generation and are facing the need to secure its inheritance by the younger employees.

Understanding the magnitude of the challenges ahead, the company turned to Org 2.0 to help them develop a change model that will build their capacity to adapt to increasing volumes of complex change.

The Org 2.0 Impact:

Org 2.0 is implementing structures to allow the company to throttle their change initiatives. This portion of the model allows the company to control the amount of change they experience simultaneously; it allows them to plan for heavy change initiatives and to free time for thought and innovation within the staff population.

Critical concepts and methods have been adopted to introduce space for innovative thought. To support these initiatives, Org 2.0 is working with the company to invigorate corporate community.

These steps are building excitement for the future and the possibilities of unlocking the potential of the human spirit within the organization. The company is taking purposeful steps to embrace the Org 2.0 principles and the organization is beginning to respond.



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