Facts: The organisational life in biotech and other similar structures contains a series of changes of different magnitude. Increased complexity, bigger headcount, new IT systems, new standardized processes, management of a web of alliances, etc. are all examples of change that occurs either by design or by imposition. Whilst good attention is often paid to change of systems and processes, very little is dedicated to the only real change: behavioural. Behavioural change is the key to success of the change.
"Behaviour is a mirror in which every one displays his image."
Johann Wolfgang Von Goethe
To create the conditions for true behavioural change at a particular stage of growth. To define the new behaviours required for the success of the company and to establish mechanisms that launch or trigger these behaviours, reinforce them and sustain them.
Screening questionnaire to uncover the real organisational fabric in terms of (current) behaviours. Other parallel assessments. Behavioural Change Management Workshop. Development of a behaviours plan that includes the launch or promotion of new behaviours and their reward and reinforcement mechanisms. Roll out of activities that conduit the new behaviours required. Lessons learnt and review of reinforcement mechanisms.
A change implemented from a behavioural perspective, where non-negotiable behaviours have been defined and a set of reward mechanisms ensure their long term sustainability.
At any time of a 'change plan' or activity, usually when projecting new levels of complexity in the organisation or around a new major strategic initiative.
Typical Time Frame:
This is usually a 3 -6 month initiative. Initial behaviour assessment or 'audit' in week 2.