Giotto's introduction game
With Giotto's introduction game you get to know each other. This game creates fascinating and personal conversations. Not about work but about each other. The best start for a good collaboration.
You can order the introductory game by sending an email to: info@giotto.nl or by calling: +3171 519 1200. You pay €6,- per game (plux VAT for orders from within The Netherland).
Collaboration
Entering into mergers, networks, alliances, joint ventures and cooperatives are complex change processes, both on an operational and strategic level. The stakes are high, the risk of disruption is great and an opportunity to collaborate often presents itself but once. Giotto guides collaboration projects professionally and independently. It enables us to really and objectively join in the deliberation process and provide coaching, which will visibly increase the chances of success of the collaboration.
Succes factors
Giotto ensures that the goals of the collaboration are crystal clear from the very beginning. This seems self-evident, but it is often not the case. The teams working on the collaboration must be in top shape. A base of support, commitment and knowing what collaboration really means are essential. We can bring people together quickly. It is important to know each other’s driving forces and motives and to experience how the other party thinks and acts. That is an investment that will amply repay itself.
Merging is sports at top level
In the book ‘Fuseren is Topsport’ (Merging is Sports at Top Level), Theo van Iperen has brought together all his knowledge and experience on mergers. This book has become the standard work for managing mergers and other forms of collaboration. It is appreciated for its clear structure of collaboration processes and instantly applicable tools. In 2010 the book was awarded the Alumni prize of the postgraduate Management Consultancy program of the Vrije Universiteit of Amsterdam. ‘Fuseren is Topsport’ can be ordered through Managementboek.
Characteristics
No collaboration course is the same as the previous one, so neither is the approach. Obviously, there are fixed characteristics. We pay much attention to the architecture of the project. The right people must be operating on the right level, performing the right tasks. If not, this might lead to all sorts of political games being played. There is always a securing role for the supervisor. Executive directors are in the lead and we involve the staff as much as possible in the content. We also like clear planning, clear communication and intensive interaction.
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