After a number of sessions with the management, the idea arose to try a ‘slow change’ program. In collaboration with several teams of employees, six basic principles were then appointed, which would be used as a guideline for all future innovations. Strategy, operational excellence, result-oriented works and cultural and behavioural issues were translated into daily work. This time no big, thematic approach, but instead smaller translations into daily work for both management and employees. And that was exactly what was needed here.
Performance reviews as example
For instance, as a guiding object, the renewal of the performance review cycle was used. This was due to renewal. By applying designed principles during the development of the new cycle, the link to performance management (as part of result-oriented working) was made directly. All those involved had an easy understanding of what the change actually meant for them. This change succeeded in two months, because the basic principles were so widely accepted, and everyone could directly determine the impact on a personal level.