And why it is actually more important to do things rather than talk about it.
“Vital” comes from the Latin vitalis and stands for vitality and liveliness, strength, and performance. Vitality for us means to be capable of developing awareness for the contexts that surround us, to be able to adapt and create innovation.
If vitality is missing we see silo thinking and isolation, breathlessness and burnout, devaluation as a toxic phenomenon, and overburdening of the leadership. Such instances and realities cost organisations and their members a great deal of energy and attention.
Vitality means being aware of the contexts that surround us, being able to adapt (or adjust) and innovate. Like a lot of our clients and colleagues, we’ve found that the large (almost annual) change programmes do not actually deliver the value that they usually promise. In fact, these programmes often damage the culture of the organisation and sap the energy of its people. They hinder more than help innovation and productivity.
Yes, these programmes help reduce workforce and do the same with less.
But, bottom line, that’s it.
Over the years we have learned that is more useful and important to actually do new things than talk about it. Only doing can show the direction of the transformation or transition. It creates the credibility and trust needed to really get somewhere.
Context-Creating and Context-Adapting change
We define two kinds of learning processes/changes:
Context-Creating Change is mostly positive for the people involved. It is in our nature to build and to create and grow something.
Context-Adapting Change is in most cases perceived negatively because now we need to change under pressure in order not to “miss the boat”. It is better to fix the roof when the sun is still shining. Do you agree?
Without business success we cannot survive and without humanity we cannot stand it.
Our mission is therefore to design and deliver organisation development processes that work in a vital way. That means they help the organisation create a capacity to learn and adapt, and to develop a culture of constant learning and adaptation. For us a vital culture is the key to sustainability and creativity. Innovation and quality are the preconditions for success in Europe.
We believe in the importance of having an industrial core in Europe as the basis for socio-economic health and stability. With our Industrial Management Practice we would like to contribute to this idea. We also see it as a major field of application for our concepts and ideas.