MISSION & VISION
Turning Technology, Change and Innovation into the Primary Source of Energy for Successful Organizations.
Our mission is to promote value creation and flow through technology, change and innovation as drivers for the social and economical success of organizations and societies.
In the current global economy, both governments and profit organizations are often encouraged to focus on efficiency. The implementation of popular improvement approaches such as lean, six sigma, TQM, Theory of Constraints, ISO, EFMQ, Baldrige, CMMI and many others are essential to support survival and short term financial success. However, very often organizations fail to gain benefits from these approaches from a long term perspective. Part of the reason lays with the fact that in many organizations improvement methodologies are implemented as expert-driven and problem-focused initiatives that are monitored in isolation of other critical business decisions. As such, they fail to connect people, process, principles and purpose and thus to fundamentally transform the organization.
Energy healthy organizations however, don’t only manage to change their current business into a resilient organizational system. They also understand that future success is strongly linked to the introduction of successful new products and services. In particular SMEs, technology leaders and solution providers have to develop a strong focus on value creation, either through the introduction of state of the art products, or through the customization of novel technology to address specific customer problems.
Tchi-innovation offers knowledge and expertise that allows organizations to:
TchI Innovation provides advice, training and consulting services that drive value creation and flow through socio-technical transformations.
The TchI Change and Innovation Center serves as knowledge center for change and innovation in technical environments.
Bringing change to organizations without a heart is quite hard
TchI was founded by its current CEO, Geert Letens, as a result of his numerous interventions for both profit and non-profit organizations around the world. As an engineer, Geert was frequently asked to provide technical expertise and managerial support to complex projects in various organizational settings.
Through the use of a scientific approach to problem solving and a spirit of life long learning, he found that in most situations, sustainable results can only be achieved through the resolution of relational issues that inhibit collaboration and information flows in organizations. This inspired him to develop novel change models that focus on organizational growth through the identification of energy flows (Chi) that either enable or inhibit innovation and transformation.
Dr. Letens is President of the American Society for Engineering Management and Associate Senior Vice President Europe of the Institute of Industrial Engineering. He is also a Research Fellow of the renowed Vlerick Business School , Visiting Research Professor at Virginia Tech and Director of the CIMCIL Knowledge Institute.
American Society for Engineering Management
Associate Sr. Vice President Europe 2013-2015
Institute of Industrial Engineering
When something that makes sense doesn’t make sense,
There might be coalitions following a different kind of sense making
Please contact us for a complete reference list
“Never doubt that a small group of thoughtful, committed, citizens can change the world. Indeed, it is the only thing that ever has.”
“The world as we have created it is a process of our thinking. It cannot be changed without changing our thinking.”
CREDO: A FOURFOLD APPROACH
Knowing what you don’t know is generally a jump start to innovation
In a fast changing global world, it is essential to enlist both positive and negative experiences in order to identify emerging opportunities or clear needs for change. Many organizations benefit from increasing their awareness with regard to both their context and their inner strengths.
This implies acknowledging core capabilities and critical performance gaps. But equally important, it means connecting to the outside world, rediscovering the voice of customers, predicting competitor’s moves, identifying relevant technology shifts and anticipating changing patterns in a global society. Raising the awareness of key stakeholders to become connected is the first step in building a powerful guiding coalition.
Underneath the spirit of winning organizations, lays a curiosity that seeks to know why they are performing the way they do. Asking the right questions to explore inconsistencies between experiences and understanding is essential to move from ‘know-why’ to ‘know-how’.
Negative experiences or uncertainties about the outcome of new announced initiatives almost automatically raise concerns and questions, and typically characterise a phase of resistance against change. They are essential to develop a holistic (social, technical, economical) view on the change and to identify important knowledge gaps that require small scale experimentation.
Reflection often gives birth to new ideas. Whereas immediate action is often required to deal with an acute crisis, fundamental change implies the introduction of a new way of thinking and thus the modification of existing concepts and management systems.
In developing their own theory of success, organizations can benefit from standards and best practices that have been developed by others. However, it remains critical to fit these sources of inspiration to the local context. Performance analysis and hypothesis testing based on available data are therefore a must. Still it is equally important to specify the desired behaviour that needs to support the new approach.
The proof of the pudding is in the eating. Initially many change and innovation projects benefit from small scale, pilot projects that aim to develop prototypes of product, process, people and thinking. This will allow validating and refining the proposed models and drive the development of know-how through a context sensitive way of understanding.
This step is also essential to gain commitment from all involved stakeholders. It is the combination of both stakeholder commitment and know-how of low level leaders that assures the full implementation and the sustainability of the new system. Last but not least, both failure and success needs to stimulate the institutionalization of the desired behaviour.