Cornelis is a senior transformation leader and experienced change management practitioner
focused on driving business performance improvement across industries by helping clients
shape and deliver complex, large-scale programs.
Cornelis is the Managing Director of The Terrace Initiative, a leading transformation advisory
firm. Our team of world-class consultants specialise in Transformation Sciences across strategy,
organisationalchange, business analysis and project & program management.
We deliver outstanding client outcomes through our:
Pragmatic and fit-for-purpose solutions
Highly skilled team that utilises ‘Transformation Sciences’ throughout our delivery
Leading edge empirical tools which provide insight into the unique DNA of your
organisation, ensuring more predictable results and quicker benefits realisation
Change is the New Black
The Success of Internally Driven Change
How do we assess change capability?
Insights of Organisational Analytics
4. Change is the New Black
Changes to the Global Economy:
Economic disruption is becoming an increasingly
powerful force. Organisations are being forced to
change and innovate as never before.
Implications for Organisations:
A key differentiator between organisations is the
speed which their people can adapt to change.
80%62% 61% 74%
Of CEO’s expressed
concern about the
disruption on their
Say that mobile
data analytics are
key strands of their
than three years
businesses take two
years or more to
react to disruption
5. The Success of Internally Driven Change
96% 81% 72%
met objective stayed on
Transformation Sciences provides organisations the analytical rigour to make informed decisions on planning, delivering and sustaining changes within their
workforce. By using organisational insights paired with targeted engagement activities to empower internal change leaders, complex changes can be
embedded quicker and with less resistance resulting in earlier benefits realisation.
Projects that utilise internal change leaders.
Traditional career pathways
become less relevant
Hiring and developing change
leaders becomes more relevant
Traditional career pathways are a less meaningful concept than they were 20 or 30 years ago. With businesses changing and being disrupted so rapidly,
careers and professions are dying out and being born virtually every day. Hence, predictable, sequenced career pathways and promotion trajectories are
becoming a thing of the past. Rather than hiring individuals with a very specific skill set for a specific career pathway, that we should be hiring and developing
people explicitly for their ability to change.
7. How do we assess change capability?
Change Leadership Profile Change Aptitude Profile
An Individual Change Report details an individual’s natural aptitude to lead and manage change. It is based on a series of questionnaires that look at
working styles, professional motivations and emotional intelligence. The results are then mapped across 10 distinct change leadership competencies such
as team building and achievement drive, which have been proven as critical characteristics to successfully embed and sustain change. Individuals are also
mapped to a Change Aptitude Profile which shows their natural ability to readily adopt, embed and sustain changed within an organisation.
8. Insights of Organisational Analytics
• Targeted communication and change activities
• Fit for purpose training and coaching strategy
• Effective leadership structures and support activities
• Tailored implementation schedule focusing on areas of potential change resistance
• Leadership coaching to empower line-leaders
• Optimised team structure taking into consideration team dynamics
• Governance and leadership structure that aligns to workforce needs
• Sustainability plan to ensure change is deeply embedded across organisation
• Role redeployment strategies
Transformation Sciences brings a multidimensional view to change management by deep diving into the motivations, values and behaviours of individuals
and teams. This provides unique, actionable insights at an individual, team and organisational level.
9. Key Takeaways
A key differentiator for contemporary organisations is the speed at
which their people can adopt to change
Given the disruptive nature of the global economy, traditional hiring
patterns and career pathways are less meaningful
We should hire and develop individuals for their ability to adapt to
and lead change
Identifying change-ready individuals requires a change competency
This change competency models helps organisations identify the right
capabilities for hiring and development and to shape their change
programs to suit their specific organisational DNA