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As an organisation having to transition from subsidies to tenders, Emino was well aware of the upcoming challenges. They started looking for a way to maintain their impact with reduced income. Together, we crafted a fresh narrative, keeping their staff dedicated amidst temporary uncertainty.
We worked with a core group, at times consulting up to thirty managers at once, mixing it up with peer discussions in smaller groups. This layered approach ensured everyone had a role and a voice. Step one was all about change management: how can we adapt our current operations to fit the new financial reality, and what are the implications for our existing processes? Step two: collaborating with the executive team to craft a new and flexible strategy, getting ready to face the future.
During step three we collaborated with all the managers to define principles that resonated with everyone, serving as a compass for the journey ahead. With those in place, we were free to dive into the data and results with confidence. Next to a strategy and principles, Emino now boasts a dashboard to monitor their KPIs. Their work methods and processes are made to fit the dynamic environment in which they operate.
There was no calm preparation phase, since the changes the organisation had to deal with unfolded during the trajectory. This meant we had to work at two different paces: addressing immediate challenges head-on, while building an organisation capable of weathering future storms. This required flexibility, pragmatism, and sensitivity to the palpable pressure. We combined empathy with an unrelenting drive to keep going. We reignited the organisation’s initial drive and convictions, combined with KPIs, data, and updated processes. In other words: both hearts and heads were in the right place.