THE GATE ONE RIPPLE EFFECT

The art of achieving more meaningful change long after your consultants have left.

We've pooled our experience from hundreds of complex transformations to develop our Ripple Effect formula. It’s the antidote to episodic change programmes delivered by self-styled experts and imposed on organisations. These kinds of transformations don’t make for good narratives. The Ripple Effect is the route to getting the most out of your consultants. And achieving more meaningful change that lasts long after they have left.

There are 5 critical elements to the Ripple Effect.

THE GATE ONE RIPPLE EFFECT

The art of achieving more meaningful change long after your consultants have left.

We've pooled our experience from hundreds of complex transformations to develop our Ripple Effect formula.

It’s the antidote to episodic change programmes delivered by self-styled experts and imposed on organisations. These kinds of transformations don’t make for good narratives. The Ripple Effect is the route to getting the most out of your consultants. And achieving more meaningful change that lasts long after they have left.

1. KEEPING IT RELEVANT

Complex transformations require the whole team to master the problem as well as express it in a way that mobilises the firm. So our consultants establish meaningful communication between leaders and staff to build capability into the organisation that gradually requires less and less supervision. We keep pace with radical change by only hiring consultants with strategic agility – high levels of both IQ and EQ.

1. KEEPING IT RELEVANT

Complex transformations require the whole team to master the problem as well as express it in a way that mobilises the firm. So our consultants establish meaningful communication between leaders and staff to build capability into the organisation that gradually requires less and less supervision.

We keep pace with radical change by only hiring consultants with strategic agility – high levels of both IQ and EQ

2. TRANSFERRING OWNERSHIP

Sound strategy and ownership of the change turn design into reality. A plan hatched by a carefully chosen client team and our consultants is only effective when staff say that the transformation was their work.

2. TRANSFERRING OWNERSHIP

Sound strategy and ownership of the change turn design into reality. A plan hatched by a carefully chosen client team and our consultants is only effective when staff say that the transformation was their work.

3. GETTING THE RIGHT ANSWERS BY FIRST ASKING THE RIGHT QUESTIONS

We steer transformations with a light touch and make sure the transformation is framed correctly at the start. Which fights are better left for another day? What can we see that the client team can’t? How can we apply what we’ve learned elsewhere?

3. GETTING THE RIGHT ANSWERS BY FIRST ASKING THE RIGHT QUESTIONS

We steer transformations with a light touch and make sure the transformation is framed correctly at the start.
Which fights are better left for another day?
What can we see that the client team can’t?
How can we apply what we’ve learned elsewhere?

4. BUILDING MOMENTUM

Now the organisation is on the right track, with our client’s team we engineer enough traction to turn early progress into an unstoppable transformation. Along the way we identify the knowledge and skills needed for the challenge and stop the programme drifting. Our bias for action guides and inspires. And thoughtful action (based on the principles of the OODA loop) and real time testing mean we rapidly learn and adjust.

4. BUILDING MOMENTUM

Now the organisation is on the right track, with our client’s team we engineer enough traction to turn early progress into an unstoppable transformation.

Along the way we identify the knowledge and skills needed for the challenge and stop the programme drifting. Our bias for action guides and inspires. And thoughtful action (based on the principles of the OODA loop) and real time testing mean we rapidly learn and adjust.

5. THINKING BEYOND THE BOX

We provoke debate and provide a safe place for staff to think differently. And we frame the transformation through the eyes of the customer, leading to a better understanding, narrative and answer to why do the change in the first place. Gate One consultants are entrepreneurial to the marrow. Along with being both thinkers and doers, this makes us, and the client teams we coach, most effective at change.

5. THINKING BEYOND THE BOX

We provoke debate and provide a safe place for staff to think differently. And we frame the transformation through the eyes of the customer, leading to a better understanding, narrative and answer to why do the change in the first place.

Gate One consultants are entrepreneurial to the marrow. Along with being both thinkers and doers, this makes us, and the client teams we coach, most effective at change.

To find out everything you need to know about the art of creating more meaningful change, please fill in your details below.