Many organisations are currently operating with organisational mindsets that do not support their current strategy and vision and as a result they are not performing.

In response internal and external change agents tend to focus on tried and tested initiatives to support culture change – ranging from launching engagement ‘initiatives’, re-designing core processes and policies, investing in training programmes, running large scale communication events or introducing new technologies. Despite the fact that these are proven initiatives in delivering change - their collective track record for successfully re-aligning corporate cultures is pretty poor. 

Changing engrained ways of working is extremely complicated and requires a number of rational and emotional solutions to work in unison. Furthermore, many of these solutions have to meet emergent needs that weren’t obvious when the ‘change plan’ was written.  At Leap we have designed a bullet proof culture change process that deals with this complexity.  

The 3T Leap Culture Change Process TM approach is a proven 4 phased process that changes emotions, thoughts, behaviours and organisational processes. It augments the tried and tested disciplines of change management with additional interventions to bring about successful culture change. It simplifies culture and positions it firmly as a means of executing strategy. It incorporates the latest thinking from cognitive behavioural therapy. It makes attitude change the main goal. It builds a community spirit and leverages this spirit to facilitate intrapersonal attitude change. It makes the emotional experience of change the main event. It respects what must be retained before it introduces what must be changed. It uses visual art, stories and metaphor to influence and connect with managers in ways they didn't know were possible. It emphasises choice. It focuses on what can be controlled and identifies what cannot be controlled. It builds the most essential core soft skill. It focuses on the middle management level as the main instrument of change. It identifies, measures and tracks the 5 or 6 attitudes that are most relevant to strategic execution.

 Culture Change Testimonials:

• Sage UK Exec
• Sage HR & Payroll Division
• KPMG Consulting
• Bank of Scotland Commercial Bank Executive
• BBC Scotland Executive
• KPMG Atos Consultimg Executive
• Sage Small Business Division
• Bristol Rugby Club
• Atos Origin

 Culture Change Case Studies:

1. Bank of Scotland
2. Sage Small Business Division UK
3. Sage HRP