“I suppose it is tempting, if the only tool you have is a hammer, to treat everything as if it were a nail.” [¹]
This inspiring quote from Abraham Maslow perfectly expresses our conviction.
L&AD believes that there is no such thing as ‘a’ perfect solution for complex problems in organisations. You wouldn’t want your plumber to solve the leak in your house with only a monkey wrench in his toolbox. That’s why you can’t simply ‘label’ our approach.
Of course we do use a certain number of models, concepts and tools that proved their strength and usefulness. We try to have as many insights as possible deployable when necessary. We consider them to be our “toolbox”. A brief overview:
Quinn’s competing values
Colours of change
L&AD-model van change
A typical L&AD project goes as follows:
Through a thorough and deep going intake we fathom the main problem.
What problem needs to be solved?
What do you want to reach?
We make up a programme based upon the resources that you have at your disposition in the organisation. Essential parts of our proposal are:
The selected tools and work forms
The objectives to be reached (in observable behaviour)
The internal project leader (steering group)
The time invested by both the Lead consultants and the internal collaborators
You take a decision based upon our proposal (after you discussed it and possibly asked for amendments)
Depending upon the programme and its duration, intermediate progress reports and adjustments
Assessment based on the agreed upon results
Recommendations to ensure sustainability
Key success factors of your change process
L&AD wants to commit in organisational objectives and results. That’s the reason why we will never accept an isolated mission, even if it falls under our expertise. We want to be able to ensure the sustainability of the results, even if you can do the same with the people and means of your organisation. A concrete example to illustrate this: We will be pleased to set up a leadership programme if:
We can talk about how leadership will get support in practice
Possible obstacles are tackled
¹Abraham H. Maslow (1966). The Psychology of Science. p. 15.
What’s the role of a leader in difficult circumstances?