What wastes the most time and money in change and improvement projects? Employees who do not understand the new proposed strategy and are unable to translate it into what it means for their work.
The Drawbridge54® approach saves money by using a practical 7-step plan per department so that everyone really participates, speaks the same language and takes responsibility. You could also say that it is a Web-based collaboration approach that ensures that you can implement changes & improvements faster. A “Do It Yourself” approach that can be easily trained without expensive external consultants and is supported by a “train the trainer” principle.
Drawbridge54® is a practical, web-based awareness approach for organizational change & improvement. It ensures that everyone within the organization learns to speak the same (new) language, discovers the same principles and learns to apply the same rules. In this way you ensure that change & improvement is made possible faster. Organizations are trained in the 7-step approach (see appendix) and simply rent the software (SaaS). Our trainers (bridge keepers) support the workshops. After this, organizations can use it themselves and it becomes second nature as part of the continuous improvement process, bottom-up! It is the “Pentium Inside” of organizational change & improvement.
What are the results?
Employees become aware of their role and responsibility and how this relates to that of colleagues (in other departments). As a result, you will immediately do things right the first time. This also makes the rollout and flow of your strategy much easier but also faster.
Employees participate from the start, resulting in higher involvement and faster change (with less resistance).
Within 6 weeks, employees themselves identified and prioritized all Wastes & Savings. Then immediately start solving!
Insight into each other’s activities and overlap ensures alignment between management and employees and departments.
Invest in your employees and train them to do it yourself. Save on required external consultancy for your change & improvement projects.
When to use?
Drawbridge54® is mainly used when an organization is engaged in change and improvement matters such as:
- Departments that are centralized or merged
- Organizations and / or departments that are set up in a different way
- Tasks that are outsourced or redistributed to other departments
- Employees who have to do more work in less time, whereby roles and tasks also change.
Many things change very quickly within organizations, while the ultimate goal for employees is unclear. If you hear employees ask ‘who is actually responsible for this task’ or ‘which department is responsible for these tasks’ or if you hear them say that they should still do the same as before the change, then you know that your DB54 ® need.
What are the questions per organizational unit?
- How do I ensure that everyone knows the purpose of our (new) department?
- How should you roll out a new concept, for example of satisfied customers, together?
- How do we ensure that all employees understand their roles and responsibilities?
- How do we ensure that employees accept and perform their new roles?
- How do we ensure that all employees continuously coordinate with each other?
- How do we ensure that departments become more self-managing?
- How do we ensure that everyone understands and resolves overlaps with other departments?
Below an example that has been worked out.
For: A support department such as Finance is responsible for finance and their role in life is to deal with financial challenges. They take their role as experts very seriously, but service to other departments is a challenge of a different kind.
During: During the organizational change it was decided that the financial department should also proactively provide service to other departments, such as giving advice. The financial roles and responsibilities don’t really change, but the way they are executed changes completely. They are now expected to be able to work in a customer-oriented way towards other departments without sufficient hands and feet during the organizational change.
After: By walking through the 7 steps together with the entire department, they are able to reinvent themselves in a very practical way. Abstract concepts such as “customer-oriented” are immediately made concrete.
Some customers where proof of concept has been delivered.
Design and implementation of Shared Service Centers for the Back Office
Centralizing 12 sales departments
Improving Customer Service departments
Lean improvement project with 15 service departments
How do you start a DB54® Project?
- Give it a name like “Continuous Improvement for Satisfied Customers”
- Provide a “pilot” department so that there is an internal ambassador department as a point of reference
- Give a presentation to other managers & MT members for optimal involvement
- Provide a Single Point of Contact per department in order to maintain a connection
- Organize a kick-off with all SPoCs e.g. online or face-to-face (depending on the size of the company)
- Start the workshops per department or discipline in collaboration with DB54® facilitators (bridge keepers)
- Give continuous positive feedback to employees and managers and let them reinvent themselves
Note: the trajectory is custom-made for the company, depending on the size of the company and the size of the departments.