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Culture is all about how people behave at work. While change programmes aim to change what people do (systems, processes, roles, etc.), culture change aims to change how people do it – flexibly, helpfully, taking responsibility rather than ‘passing the buck’. A ‘good’ culture can transform service levels and efficiency just as much as relevant new systems, processes and roles.
Change programmes of any colour are extremely difficult to implement successfully. Organisations’ change managers tend to overemphasise the technical and operational aspect of their change programme at the expense of people. We have a process (IBT) that allows you with much greater certainty to select the right people to influence and so change through every level of an organisation and obtain a much quicker change round.
‘Their approach to managers and influencers helped us to make a major step towards a practical, commercial IT culture.’
Director of IT, Friends Provident
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‘An example of best practice in major change implementation programmes.'
Head of Technology Support, Nationwide Building Society
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‘Overwhelmingly, influencers were the key to success.’
Management of Change Manager, Titan Programme, Nationwide Building Society |
‘Having worked with many change methods, my judgement is that IBT is both comprehensive and very impressive in managing business change.’
Business Change Manager, Liverpool Direct Ltd |
‘Their use of innovative, influencer-based techniques made a major contribution to gaining staff commitment.’
Pathfinder Change Manager, National Savings |
‘They implemented really difficult changes without starting World War III.’
IT Director, Xchanging Insurance Services |
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