When we talk about change within organisations, the focus is often on what needs to change – the content. But content is only part of the story. Effective transformation requires close collaboration between content, process and behaviour. Without this interaction, changes within an organisation will not take root, let alone stick. In this blog, Lidia Swinkels, co-founder of Summiteers, explores how these three elements together make all the difference.

Understanding the core of change

If you want to change effectively, content, process and behaviour are inextricably linked. When dealing with strategic issues, the focus is often primarily on the content – on what needs to be resolved. Of course, this is important, but there are other factors at play.

You must also pay attention to the process. How do you effectively get something from point A to point B? How do you get people on board? How do you organise this? What communication is required?

The traditional or classic approach to strategic consulting issues focuses primarily on content and process. Behaviour remains an overlooked element in this context. A missed opportunity.

Behaviour as a key pillar

How do people interact during a meeting? What is the general atmosphere within a team, and how do team members behave? Where does that behaviour stem from, and what lessons can be learnt from it?

By intervening positively in these dynamics, a team can work together more effectively. This also ensures that changes made to content and processes are more likely to take root.

As a consultant, you can observe your client from a distance in their natural habitat, acting as a sort of external observer. By watching, analysing and making targeted interventions, you can add significant value. This, of course, whilst simultaneously delivering the content, such as a blueprint or a strategic plan.

Balance

It is always a matter of finding the optimal balance. Sometimes an assignment focuses more on content, whilst in other cases the emphasis is more on behaviour or process. There is no single standard formula for success. Because we are flexible in our approach, we can offer organisations tailor-made solutions that really work.

The sequence matters

The balance between content, process and behaviour varies from one assignment to another, but the order in which we approach these aspects remains fundamentally the same. I am firmly convinced that every issue starts with the process. This begins with properly understanding the question. Don’t jump straight to the solution. Investigate thoroughly what is going on and make sure you set aside time for this. By starting with the process, we can better align content and behaviour with the organisation’s real needs.

Making ourselves redundant

By incorporating all elements into the change process, we are consciously working towards the moment when we become redundant. Our aim is to set an organisation on the right track, but ultimately, people must be able to do it independently. A report left in a drawer or a theoretical dot on the horizon is not enough. True progress is achieved by helping people take a concrete and practical step forward, and that requires attention to content, process and behaviour.

Need help with strategy execution?

We are Summiteers; we create momentum, make the complex understandable again, make something big manageable, turn a – vague – idea into something concrete, and make the difficult succeed. Could you use some help with this? Get in touch with us.

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