Change with Impact


Cultivate action

Importance (from Latin importantia); weightiness; in a figurative sense: being critical, carry great weight.

Organisational change is typically triggered by two factors: Management decides that a given change needs to happen, and their decision is supported by reference to a context or situation that explains why it’s important.

This is the classic context for change projects, but it’s problematic for two reasons. Firstly, you risk losing buy-in from the rest of the organisation if they don’t understand management’s priority – or don’t agree that it’s important. Secondly, a burning platform has to be there to legitimise action. If it’s not, nothing happens.


To cultivate an agile organisation, you need to allow for change projects to grow from below, without a burning platform. If you cultivate action across all departments, change readiness will become a culture rather than a response to crisis.

New standards for change with impact

Our way of working is guided by five principles: authenticity, importance, impact, energy and people. These principles set a new standard for creating change with impact. And they are a significant part of the concept of collaborative consulting.


  • Make important things important

    That which is important HAS become important to us, but when we then demand that the remainder of the organisation joins the ranks instantaneously, it is not only unrealistic – it is also unfair.

Implement Consulting Group