The Challenge

The organization wanted to strengthen its ability to manage change. Development needs spanned leadership, teamwork, communication, operational practices, measurement, and risk awareness. The task was to identify the most relevant gaps and connect development activities with the work leaders and employees needed to carry out.

Harald’s Contribution

Harald assessed existing capabilities and development needs to identify priorities and understand how they related to one another.

The findings informed a connected development approach. Leadership and team sessions, facilitated discussions, and practical management tools addressed the areas where support was needed.

Progress was evaluated over time to examine changes and identify areas requiring further attention.

What Changed

The organization gained a development approach linked to its assessed needs, rather than a collection of unrelated activities.

Leaders and employees received tools and shared practices to support their work. Progress evaluation provided a basis for discussing development and identifying where continued attention was needed.

What We Learned

Capability development is most useful when it supports actual organizational work. Assessment, practical development, and evaluation need to connect so that leaders can decide where to focus further effort.