Busting silos, merging companies, changing structures, and simplifying processes – experienced executives know that people, from leaders to the frontline, are the most critical drivers of organizational change success.
Organizations don’t change, people do. Meaning change only happens inside an organization when people want to change. And they usually don’t want to – which is why change fails. In fact, resistance to change is actually a human survival instinct, and traditional leadership techniques are often not effective in impacting the biases, motivations, and emotions that can influence transformation success. That’s where Daggerwing can help.
We bring business expertise and psychology together to help employees connect personally to the change vision – so they understand what’s changing and why, believe in the benefits, and start to live the change. We apply this expertise to these types of organizational transformation engagements:
Research shows most mergers fail to deliver promised shareholder value. Why? Failure to focus on the people who make or break a successful M&A – employees. Daggerwing helps leaders identify risks and focus on ways to drive inspiration, cultural alignment, and new behaviors.
As CEOs mandate that leaders put customers at the center of the business and keep pace with technology change, the complexity can be paralyzing. Daggerwing helps clients narrow in on what needs to change across structure, processes, capabilities, talent, and culture to enable meaningful and measurable transformation outcomes.
Leaders launch major transformations that have a tremendous impact on what an employee does, who she/he/they spend time with, and what leadership they are offered. Daggerwing helps clients close the gaps between the business need and the human reactions. Yes, people can adapt to change, but there are ways to make it easier and faster.
In balancing the risks of a pandemic, the climate crisis, social unrest, and global supply-chain issues, business leaders, policymakers, and investors around the world have been working on developing Environmental, Social, Governance (ESG) strategies—making ESG an essential business priority.
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We know that focusing on what people need to know and believe can make a difference in changing what they think, feel, and do. So, we harness our expertise in the human psychology of change to influence strategy and execution:
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