Organisations are never done developing and they can always do better. In a bleak mood, Professor Bahlmann once referred to them as ‘machines of sorrow’ and one cannot but admit that many enterprises indeed have a lot of room for improvement. As a specialists in organisational development we help enterprises to grow to a new level of performance, be it a small team that needs to learn how to work together again, or providing guidance for a large reorganisation. Giotto is up for the challenge.
The role of Giotto
No matter how large or how small the change, what is most important is that the staff experience their change themselves. We are merely temporarily setting the pace or serve as catalysts. The interventions of Giotto are aimed at helping people to learn how to increase their ability to realise change. We provide structure, we offer tools, we coach and safeguard, but we never take control. In our approach, the line management are responsible and the staff are at the helm.
Tangible targets, open and active communication, clear responsibilities, clear authorisations and unconditional trust. These elements provide people with security and help to determine their performance. Such is also the case during processes of change. It is important to include these elements in the change approach, as they ensure stability. This is the reason why we always pay attention to both the hard and soft side.
Better collaboration, firmer leading role, clear objectives, clear communication, reduced waste, lower costs. Some of the results that were realised on developments supported by Giotto. From a 15% reduction of the costs in the transformation of the Dutch Blood Banks to a properly operating team where people are held accountable for their actions and their performances. For us, it is always about improving the results of the organisations where we work.