From two cultures to one care organisation
A merger of two home care organisations with 380 staff between them, which became one organisation within fourteen months.
14months from merger decision to one organisation
- Subject
- Organisations that want to change
- For
- management, board and HR
- Status
- final
Another report for the drawer. A plan your own people carry out.
Helder Advies guides reorganisations and mergers, provides interim managers and works on culture and leadership. For care, education, housing associations and SMEs, with one consultant who stays for the whole project.
Where it usually rubs
Hardly anyone calls us about “culture”. They call about a merger that is not going smoothly, a director who has left, or a plan that has been in the drawer for two years.
| What we hear in the first call | What is often behind it |
|---|---|
| “We are reorganising and the unrest has already started.” | Nobody knows yet what it means for them. |
| “After the merger there are still two camps.” | The structure has been merged, the habits have not. |
| “Our director has left with immediate effect.” | Calm needs to return, and quickly. |
| “The plan is there, but nothing is happening.” | The plan belongs to the board, not to the people who have to carry it out. |
Four kinds of help
- 2.1Change managementReorganisations, mergers and new ways of working, with the people on board.
A plan that sits with the boardA plan every manager can explainTo the service - 2.2Interim managementTemporary leadership, with an end date from day one.
Filling in until someone is foundA brief with goals and an end dateTo the service - 2.3Culture and collaborationWhen the plans add up, but the teamwork does not.
“We already tried that in 2019.”“Who is trying it this month?”To the service - 2.4LeadershipCoaching and programmes for directors and managers.
Solving everything yourselfLetting your team solve it and standing alongsideTo the service
How a project runs
No standard model, but a fixed order. And an end that is set from the start.
- one hour, freeIntroductory meeting
- two to three weeksExploration
- in the fourth weekPlan on one A4 page
- 3 to 9 monthsCarrying it out together
- the last monthHanding over
- after six monthsReturn day
What it achieved
From crisis meetings to a five-year course
Nine months of interim leadership at a housing association: finances in order, a recovery plan and a new course.
9months of interim leadership, then handover
From growing pains to a second layer of leadership
An installation company grew from 40 to 70 engineers. Six skilled staff became team leaders, and the owner got his weekends back.
6engineers became team leaders
Who sits at the table
Four permanent consultants and a network of twelve specialists. Small enough to know you by name.
- Machteld RavenhorstFounder · change management
- Diederik WolthuisPartner · interim management
- Jorinde KeuningConsultant · culture and collaboration
- Wander TjalsmaConsultant · leadership
- 19
- years of change projects
- 140+
- clients
- 6
- months after the end, a return day
Appendix A · Invitation
A first conversation costs you an hour. Nothing else.
We come to you, or you come to our office on Voorbeeldstraat. You outline the situation. After an hour you know whether we can help, and what that would look like.