transition and change management
A fresh look at challenges, a warm heart for people.
However urgent matters are, Maashelder always takes the time needed for the proper approach.
For example, in the case of the transition of a business unit, the integration of two companies or of changing a process. In cases like this it is vital to turn the main incentive from 'this has to be done with us' to 'this is what we want for us'. Any process of transition or change can take place in a healthy and fair way.
With an eye for people, capital and time.
After all, personal motivation broadens the road to success. Only then will you be able to really make headway.
Fast result | sustainable result
What is the optimal ratio between these two? That is the question a good transition manager always asks himself. Maashelder measures success by the extent to which desired changes (e.g. behaviour, process, focus) are actually anchored in the organization. The way to make decisive progress is to cultivate leadership among the employees involved. Once they become eager to carry out new processes and innovations themselves, you have done your job as transition manager well.
Leadershiptraining -
Linking power to knowledge
Professionals know how. Leaders know why. The most wonderful things start happening as soon as professionals discover their leadership qualities. Maashelder's training courses teach employees how to strengthen an inititiated movement with their own leadership.
The Maashelder Method
Whether it concerns a transition, cooperation between companies or the carve out of a business unit; the experience of Maashelder is that each process covers three main phases, (i) preparation, (ii) connection and (iii) execution. Each phase has its own value.
The Maashelder Method fully recognises these values, as well as the importance of the sequence of these phases.