Happy Goose | What we do
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How can Happy Goose help your organization?

You work in or with an organization in a very dynamic time period, where many things are happening at once. The environment changes, your organization changes, but changes are not always aligned with each other. People are not always aligned towards a common goal. You expect them to take decisions and work independently, but how can they know what you are expecting, if the underlying reasoning is not understood?

Happy Goose helps you to get back to the ‘why’ or the origin. Why do you do what you do, and what is the way you want it done? We assume you have many capable people in your organization with lots of potential to reach your goals, but the question is: Do they always  apply their potential to maximum effect?

Below you’ll find several scenarios where Happy Goose can make a difference. Anything that sounds familiar to you?

Lots of things are happening in your organization and the world around it. Thats why you keep starting up new improvement projects. But how many did you start in the last 12 months? And how many were completed?

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It’s going well. Actually it is going swell! You just keep growing, but feel that it might be going too fast. Are your people ready for this? And are your processes and systems able to handle it?

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So it came to this, by now you spend a good part of your day controlling employees and colleagues. The other half, it feels like, you spend catching up on protocols, cc Emails and other ‘must knows’. All this effort, and yet the confidence that all is well and on track is slipping..

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You got a fantastic business plan or your start-up has taken off quite spectacularly! You are primed for the next step. But where to begin? And have you a complete overview of all possible scenarions and options?

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Your organization is ambitious, many projects are running. You need all hands on deck! Shame is – the persons you most rely on, the ones you really need, are leaving the company. Why them?!

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You started years ago with a passion for your field. You were doing great and kept growing as a business. But if you see your agenda today, you seem to spend most days with activities you dont really like at all! Is this the way forward?

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Results first – and happiness if we reach them? It usually works the other way round in real life, but what do I target if not results? We do need them! Happy and healthy organizations are just the thing, but how to get there?

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You have a sinking feeling that all is not as it should be. The company is saying and communicating all the right things to employees and customers, yet boths groups are equally unbelieving and unmoved by your effort. What is wrong?

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You work in a selfmanaging team, but things dont work out as promised. Or you consider to give your teams more autonomy, but don’t know where to start? Whats needs be done?

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How many projects were launched in your organization in the last 12 months? And how many have been finished? If most midsized organizations are any indication, there hasn’t been cause for celebration too often. The outside world changes, that’s why the inside of organizations has to adapt as well. If the government has decided to pass relevant legislation, or someone says things need to be more efficient and customer friendly, the logical course of action is to launch a new project. Even if running projects haven’t been finalized yet.

In most organization where we enter, we usually encounter several dozens open and running projects of all sizes. Sometimes even more. The trick is of course to establish focus again. Better to finish one project first before starting up a new one. But well, everything is sort of important. How do you prioritize, and how to keep an overview? Happy Goose has developed a unique methodology to help see the wood again instead of only trees. By using the strategy-to-action-map you get overview and clarity, which definitly results in more projects finalized in a shorter time period. Curious? Please get in touch and share your challenge.

Things are going well, your company grows. It even goes that well, that your company starts outgrowing its mold. Maybe you even took over another company in the meantime, or your organization joined another in a merger. In each scenario it always comes down to this: people are burdened with an increasing workload, systems and processes are running far over capacity and if you do not act soon, people wil start leaving or breake down. It is time to catch up and break the pattern. But, as things stand, you simply don’t have the time to take a step back, you want to keep growing! Then this is a good moment to call us.

A swift, intensive inventory in your organization brings to light the most urgent bottlenecks. With a strategy-to-action-map (unique, own methode to generate fast results in change processes) we generate an overview of what needs to happen, and thus confidence and trust in the organization with its people. Together with these people we remodel the organization where necessary while keeping the shop running. Building a foundation on which you can keep on growing in the future. Get in touch, get started tomorrow.

So it came to this, by now you spend a good part of your day controlling employees and colleagues. The fact of the matter is your organization is in an important change process. Many processes are not even designed or defined and people are not always clear on what they are expected to do. Systems are not yet adapted to the new conditions and thus of little help or even force your people to think of time consuming ‘work-arounds’ to keep things going.

As a result you find yourself confronted with increasingly minor issues to deal with, since every small decision is escalated and ends up on your desk. Because you are the only one or one of the few who have an overview, see the bigger picture, to make judgement calls. The only problem is, you end up doing everybodies job, except your own. You inform, intervene, support and decide swiftly to keep operations running, but structural changes are not coming along as they should. Or are not even addressed at all. This is a good moment to take a time out and give us a call or drop us an email. Because we can help you to break the pattern, put the work where it belongs and orchestrate change in a meaningful and lasting way. Intrigued? Then get in touch.

You got a fantastic idea for a new company. Maybe you already wrote a business plan. It’s also possible that your company is already in a start-up or scale-up phase, and your about to ‘go big’. Maybe your project is a large complex affair that is about to ‘go live’ on several fronts at the same time. In that case you are in for a lot of work, you probably won’t have the time to attend all details personally and your resources such as people, time and money are streched tight.

This is an opportune moment to call Happy Goose. By applying our unique methodology we give you footholds and tools to keep the whole of your process under control at all times. In case it is necessary we also have a network of specialists in all sorts of fields, and in case you personally run into doubts or frustration, a calm conversation with someone who walked in your shoes before gives you the confidence to move further. So get in touch, before the storm breaks.

Certainly you have a team that is at your disposal. Most of these people you really don’t want to have to do without. In turn you also are there for them. Still frequently people keep leaving your organization. Even worse, it’s the people you do not want to loose, that are leaving. Your one account manager who really gets what the customer needs and wants. Your engineer who designed a fantastic product and is supposed to develop generation two of it now. And of course your team leader, who always manages to balance attendence even during times of flue and holidays. You have no idea how she is doing it, but her team members adore her.

How come always the wrong sort of person leaves the organization? And why do they leave at all? In many cases these are driven people, who identify strongly with their work and the company they work for. This is something they usually like to see responded to in form of appreciation and inclusion. Often it is not about money but over real involvement. Connecting with the DNA of an organization, sharing in the development of the vision. It is not that difficult to transform your employees into ambassadors. We do have the right approach for this process. You get to develop your business further, and at the same time make a real connection with your people. What could be better? Just give us a call.

You started years ago with a passion for your field. You were doing great and kept growing as a business. It even turned out quite the success and more and more people started to join your company. Before you knew it you had to become a manager, looking after other people’s work most of your day. It stands to reason that most of your day you are now doing things you don’t actually like doing. Things that don’t give you positive energy but feed on your reserves. Few of your programmed agenda really gives you and cause for hope of improvement and you slowly start doubting if ‘all this’ is still a good idea at all. Do you recognize any of this? In that case you might want to give us a call. We help you get back the passion and joy you started for.

Results first – but what about a social and sustainable organization? What about content people and an up-beat company culture? Especially in change processes such as mergers, acquisitions or reorganizations these two things are difficult to bring together. However both are equally important for lasting success. Results, mostly formulated and measured in financial terms, a changing organization cannot do without. But even less can an organization succeed without motivated and yes: happy employees.

Sustainability is a result of both factors, a social and financially succesful organization. But while you have a high personell fluctuation, while you need to reduce staff it is quite difficult to communicate with any degree of credibility and integrity that you care about people and would like to keep them. This is where our methodology and experience in change management comes in handy. We believe, based on multiple case studies and personal experience, that an involved organization is ultimately a social one. People, if treated with a high degree of trust and given a clear framework of rules, tend to organize themselves quite efficiently and create an organizational optimum. Important is the clarity of direction or vision and the degree of responsibility and authority you are willing to pass on to them. Even painful change processes can be mastered swiftly and consequently in this manner. If this is something you recognize from your current challenge and are curious to hear more: Give us a call, lets talk.

You have a sinking feeling that all is not as it should be. The company is saying and communicating all the right things to employees and customers, yet boths groups are equally unbelieving and unmoved by your effort. It is a usual dilemma for organizations in change processes, especially when forced into change by external factors. If an organization recognizes the need for change or just wants to change, the conviction comes from the inside out, as does the change. Most people in an organization are then convinced of the need for change and support actively its advancement.

However if an organization finds itself under outside pressure to change, the usual result is more resistance than under other circumstances. The lack of conviction, or the lack of will to change can be a major opposition for the required adaptations in the organization. Especially in historically grown organization structures. The result is lip service to change, while (actively) working against structural improvements. From top management to the working floor. This is a negative downward spiral which needs to be broke. Maybe this is a good moment to talk with us. We have been in these situations and have some sound advise to share.

Self-managing teams, increasingly called self-organizing teams. For one person the answer to all problems, for the other the beginning of all misery. The fact is that in many organizations work is done with more autonomy within the teams, but that it often does not yield what was hoped for in advance. It already starts with the intended goal of the introduction: for one this is more independence for the professional, for the other it is more mutual cooperation or more innovation through the abolition of restrictive control. The reason ‘why’ is important for the correct introduction of self-management. Just as important is the role of the director. The entire process of introducing self-managing or self-organizing teams begins and ends with the definition of the role of the director. The way in which he or she fulfills his or her role is a basis for the rest of the organization.

As soon as you notice that things are not going well, the first reaction is often to look for the cause within the team. It is easy to send a team coach to work on the mutual cooperation. However, there is so much more that needs to be arranged before a self-managing team runs smoothly. We not only look at the relationships within the team, but ask more questions. What is the purpose of the organization, and what is the purpose of this team within it? What are the values ​​and culture within this team, does everyone fit in with that? Has the basic conditions been met? Is the team composition good? Which way do we want to go as a team, does everyone know how he or she can make a contribution to achieving that? And not to be forgotten: the role of the environment. How is the collaboration with support services and practitioners? How does collaboration and communication work with informal care, such as informal caregivers and volunteers? How does the management create the environment in which the teams can flourish, without expecting anything that isn’t part of the scope of responsibility of the team?

There is much to tell about self-managing teams. We believe that every organization has the right to its own version of self-managing teams, fitting within the history and context of the organization. An organization that is driven by self-organizing or self-managing teams requires a different way of thinking. It is a difficult process to let go of old habits and thinking patterns and to think and work in a new way. We share in and help with the introduction of it, as well as with the support of teams in case it’s been already implemented. Also in case of interim changes in the organization such as intensive cooperation or merging of teams, splitting teams or changes in the environment of the teams. We always do this “the Happy Goose way”: From top to bottom through the organization, together with the people involved, coaching and guiding until the result is achieved. In a way that becomes ‘your own’, also long after we are gone. We would like to come along to look at the possibilities together. Want to call us to make an appointment?