case stories
In our approach we always take our 4-D model as a starting point. Every day, within our assignment, we are dipping, designing, defining and doing. Often in this order, but certainly not always. This means that we (Dock-in together with the client) continuously adjust, calibrate and connect. That's what makes it so much fun! You make a plan, have an idea and then you look at what is there, what is needed to create unity, to stimulate energy from below, demand-driven, to achieve the goals.
Our case stories show what this can look like in practice.
From controller to advisor
Professionalization of Business Controllers
An organizational change is taking place at a Technical University. This has significant impact on the work of business controllers. A more proactive role is now required of them as opposed to the more retrospective approach they used to apply before the change. This asks for a more proactive attitude, a change in responsibilities and perhaps different competencies. We were asked to help the Business Controllers fulfill their new role as strategic advisors.
This assignment is a spin-off from a previous assignment within the university. Therefore we know the context quite well already. To get a more profound view of the level playing field in which the Business Controllers operate, we start with conversations. And this level playing field is, to put it mildly, challenging! Faculties with passionate deans and professors, with wonderful, but often costly plans, that contribute to the reputation of the faculty worldwide. A reputation that is important to attract new students, ensuring the long term relevance of the university. Having to deliver the message as a Business Controller, that some plans are financially unfeasible or inconvenient, can be quite hard… During the conversations we not only listen to what is said, we also carefully observe the cooperation and atmosphere between colleagues. And we are aware of the differences between the various faculties. All this information provides us with relevant input to identify dominant themes and patterns.
Dipping
defining
Of course we check our impressions with the target group. Do they recognize what we see? The profession may be typical, but the individuals within this group are diverse. Consisting of seniors and new joiners, in varying age groups. And everyone has personal relationships with their (internal) customers. Sometimes we see patterns that have been engraved over the years. Therefore a one-size-fits all approach is not applicable. At our initiative, a design team is installed, consisting of passionate Finance Managers, Business Controllers and HR. This team defines the essence of this change: the desired impact and the behavioral change that is needed among business controllers. After all, a clear goal is essential for a clear course and a self-chosen destination is much more motivating and inspiring than an imposed goal.
Based on the information from this team, we design a 2-year development cycle, consisting of three main components: 1 - financial master classes, 2 - a group-oriented thematic component with attention to political awareness, personal leadership and operating as a trusted advisor and 3 - an individual component with personal coaching. Together with the design team we organize a kick-off. The question is of course whether we would be able to get everyone on board. We became somewhat 'spoiled' by the enthusiasm of the design team, that has fully embraced the plan and development of the controllers. Of course, we realize that given the diversity of the group, other voices, perspectives and opinions will undoubtedly be brought to the table. And that is exactly the intention. The objective is therefore to find a good balance between an energetic kick-off with a clear line and purpose and to give space to opposing sounds. The people who are not yet on board, still have critical questions or may lack context. Looking back on that moment, we conclude that after the kick-off not everyone got on board. But because we gave room to the critical voices, people are able to more easily participate in the movement forward. Samen met het ontwerpteam organiseren we een kick-off. De vraag is natuurlijk wel of we iedereen aan boord krijgen. We zijn inmiddels wat ‘verwend’ geraakt door het enthousiasme van het ontwerpteam die de doorontwikkeling van de controllers al helemaal omarmd heeft. We beseffen natuurlijk wel dat er, juist door de diversiteit binnen de groep, ongetwijfeld andere geluiden en perspectieven en meningen op tafel gaan komen. En dat is ook helemaal de bedoeling. De opdracht is dus om een goede balans te zoeken tussen een energieke kick-off met een duidelijk lijn en doel én om ruimte te geven aan het ’andere’ geluid. De mensen die nog niet aan boord zijn, die nog kritische vragen hebben, die misschien context missen. Terugkijkend op dat moment concluderen we dat na de kick-off zeker nog niet iedereen is ingestapt. Doordat er aandacht is geweest voor de kritische noten kunnen mensen wel makkelijker mee in de beweging voorwaarts.
designing
Doing
Right after the kick-off of this program we start with individual coaching. Taking the different levels of seniority into account. At the same time, it gives us the opportunity to get an even clearer picture of the challenges the group faces. What quickly becomes clear is that people are not interested in a generic model drawn up by us about the do's and don'ts of advising. In laboratory sessions business controllers experiment with different styles. The group defines its own advisory role. And we add our expertise based on our experiences at other organizations. They practice new behavior through practical cases. Talking about new behavior is one thing but doing it is something else. We believe in learning by doing. The master classes are organized by the Business Controllers themselves. The objective is to inspire each other, by bringing the outside world in and share state-of-the-art expertise with each other. This results in impactful master classes. Because 'learning-by-doing' is crucial in professionalization, we explicitly involve managers of the Business Controllers in defining learning objectives. This ensures that the Business Controllers are also facilitated in their day to day work. The managers help in facilitating learning moments and by sharing valuable reflections. In order to continue to respond flexibly to ongoing developments within this long-term process, we install both a work- and steer group that meets regularly. This forms a support structure that helps in making the right choices. During the final part of the process, we emphasize the ingraining of learning routines and joint learning. We facilitate peer-to-peer coaching to further stimulate reflection.
The result of this approach is that the Business Controllers were given the opportunity to take responsibility for their own learning process. This allowed them to take control of their professional and personal development. The performance of the Business Controllers as business advisors for their (internal) customers have visibly improved. Additionally this program created a learning culture with ample room for professional development.