Real (slow) change at semi-government

The Nationale Hypotheek Garantie required behavioural change that would really stick. Change after change was dealt with here in a traditional way. With great effort and large programs. The results were dissatisfying time after time. And so, it was time for a refreshing approach to organisational change in general. This was just the type of job Quintop knew what to do with.

Slow change

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.

Grip hold for the long term

The new principles of establishment were adopted for at least one and a half years. With that, the slow change initiative also had a clear (possible) end point. This ensured that the involved individuals did not get tired of the initiative and instead just endorsed it. The principles and the concept of slow change were so widely supported, that at all organisational levels innovation was picked up with small increments. With again and again those six principles as the central grip hold. Everyone in the organization did not only see results, but could almost always recognize themselves in the established change.

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