Changing organizations
How do you ensure that data-driven ways of working lead to better decisions and lasting change?
A lot of ambition, limited results
Many organizations want to develop more predictably, innovate more effectively, and make better use of data. The ambition is clear, but putting it into practice is often challenging.
New ways of working are introduced, dashboards are built, and employees attend training programs. Yet important decisions are still often based on experience, assumptions, or individual preferences. Departments work in silos, and improvement initiatives deliver less value than expected.
The question is therefore not whether you want to work in a data-driven way. The question is how to ensure that people actually change the way they collaborate, communicate, and make decisions.
More predictability
Teams make decisions based on facts rather than assumptions.
Better collaboration
Departments work from a shared process and a common language.
Faster results
New ways of working are applied directly in ongoing projects.
Why change is so difficult
Most organizations do not lack data or expertise.
The challenge often lies elsewhere:
- Departments use different definitions and assumptions.
- Insights are not applied consistently.
- Improvement initiatives remain limited to a single team.
- People do not sufficiently understand each other's considerations.
- Change is not embedded in day-to-day practice.
As a result, the organization remains dependent on individual knowledge and lacks sufficient predictability in development, innovation, and operations.
Which decisions do we support?
-
Improving the development process
How can you organize development and innovation in a predictable and fact-based way?
-
Strengthening collaboration
How do you ensure that different disciplines work together more effectively and speak the same language?
-
Making better use of data
What information is needed to make better decisions?
-
Embedding new ways of working
How do you prevent improvement initiatives from fading away over time?
-
Developing teams
What knowledge and skills are needed to achieve structurally better performance?
-
Realizing change
How do you ensure that new insights are actually applied?
What are the benefits?
-
More control over innovation and development processes
-
Better collaboration between disciplines
-
Faster and better-informed decision-making
-
Less dependence on individual knowledge
-
Greater support for change
-
Structurally better results
Curious about the steps your organization can take to structurally improve fact-based working, collaboration, and decision-making? Contact us to discuss the opportunities for your organization.
How CQM helps
Every organization is in a different stage of its journey. That is why we do not start with a standard approach, but by understanding your development process, collaboration between teams, and the way decisions are made.
Based on that understanding, we develop an approach together that fits your organization. We combine coaching, training, and project support with methodologies such as Design for Six Sigma (DfSS), Engineering for Processability (EfP), Statistical Process Control (SPC), and Lean Six Sigma.
Whenever possible, we work directly with multidisciplinary teams on current challenges. This ensures that new behaviors are not only discussed but immediately applied in practice.
Our goal is not to implement a methodology. Our goal is to help people collaborate better, make better decisions, and achieve better results.
Two examples from our practice
For a manufacturer of coffee systems, CQM developed a tailored DfSS training program for employees from development, quality, and manufacturing engineering. The objective was to embed fact-based working within the V-model and strengthen collaboration. From the start, participants worked in module teams to immediately apply what they learned in practice.
The training helped the organization adapt to its increasing scale and aligned with a broader program focused on systems thinking, modularity, and the introduction of a milestone procedure.
Participants were enthusiastic and became ambassadors of the DfSS approach after completing the program. Decisions are now made in a more data-driven way. The organization also performs demonstrably more transfer function work, both analytically and through well-designed experiments. CQM's trainers were appreciated for their energy and pragmatic approach and continued to support the teams on-site on a weekly basis after the program.
For a client in the high-tech process industry, CQM developed a tailored program for all application, process, and research engineers. The focus was on deepening expertise in the use of transfer functions. From the start, multidisciplinary engineering teams worked on understanding and mathematically describing relevant (sub)processes.
The program helped teams create greater predictability in their development work by improving process understanding and reducing surprises. Participants also learned to communicate more clearly about the value of their work and its impact on customers.
Six months later, management reported that the change had been sustained: people now collaborate much more throughout the value chain and no longer need encouragement to continue working with transfer functions.
Want to get your organization moving?
Many organizations know where they want to go. The challenge is often in turning that ambition into real change. Together, we explore how to strengthen data-driven working, collaboration, and decision-making in a lasting way. Get in touch with Peter for an introductory conversation.