Growth through change and agility!

Almost every organization is faced with an increasingly dynamic environment and changing circustances. The need to respond quickly to changing conditions implies the need for "innovation" in several area's and is therefore increasingly important. The ability to respond quickly to changes in the environment is also called "agility".

Due to ongoing changing developments agility demands, therefore, for an innovative way of looking at work, deploying qualities of co-workers responding to questions of the changing circumstances. In other words, a combination of innovation-, adaptability and (talent) development- management.

In times of a crisis and post crisis period, most organizations are still focussed on re-arranging operational processes, cost and efficiency measures.

It basically boils down to resizing strict procedures, applying standardized skills in the form of job profiles and frameworks for departmental budgets and staff size. In general terms, most organizations have a ratio of operational / project work of 90/10. Although always necessary to remain focussed on efficiency improvements it might limit the agility of organizations to adapt the new or future circumstances.

Agile organizations however tackle challenges due to changing circumstances in a much more flexible, project oriented approach making clever use of the (other) talents and (other to be developed) skills of co-workers. To remain successful and agile, organizations should not be only focussed on product/service innovations, technological innovation, internal procedural matters related to efficiency etc. but should focus also on  "social innovation", whereas external developments and needs within ongoing changing circumstances leads to the ratio between operational / project work shifts from 90/10  towards 60/40.


Anticipating and preparing on "tomorrows day", future success is determined by the organization  innovation capability and agility. Successful innovation is only 25% due to technological and R & D "investments" and for 75% in the field of organization and the human agility!

Accelerators conditioning development & growth!!!

In the main stream we consider Accelerators conditioning development & growth in order to achieve goals!!!

• ACCELERATOR 1: URGENCY ALIGNED AROUND A BIG OPPORTUNITY !
• ACCELERATOR 2: THE GUIDING COALITION!
• ACCELERATOR 3: A CHANGE VISION AND STRATEGIC INITIATIVES
• ACCELERATORS 4 AND 5: ATTRACTING "VOLUNTEERS", DRIVING INITIATIVE: 
• ACCELERATORS 6–8: WINS, WINS, AND MORE WINS

Sommos creates environment for success and optimizes the coherence of key factors to success.More information or in need of assistance? Please contact Mario Kruijsse and get connected to the solutions you need by allowing SOMMOS the honor of aiding.

Commercial innovation

While market leaders such as Procter and Gamble, Unilever a.o. have acknowledged commercial innovation in their innovation frameworks, they often define it as innovations that use creative marketing, packaging, and promotional approaches to grow existing offerings.
SOMMOS definition of commercial innovation includes new product/market niches, aligned processes, better information flows; new business models, relationships and social innovation (solution slaes/connected marketing). When brought together with products and services these can often further leverage the innovation, creating differentiated offerings and having a significant impact on the organisation’s position in the market.

Through a quick scan analysis, scenario planning and an integrated approach SOMMOS quickly reaches the core. Pragmatic solutions to challenges aiming at sustainable improvement of performances in sales, output and outcome and EBITDA.

Interim Management is cost effective and creates more added value

Interim managers are often more successful in putting a motion in process. Not only from a cost perspective, (Interim Managers are not more expensive than hiring/having permanent managers on paylist/employment) but also related to decisiveness, empowerment, result drivenness and planning. Not limited by "certain" interests an interim manager is focussed on the realization of the target with the timeframe agreed. 

Organisaties die daadkracht nodig hebben, een evolutie in gang willen zetten, een verander proces moeten doorvoeren kiezen veelal voor interim managers. Niet alleen kosten technisch, immers Interim Managers zijn niet duurder dan Managers in vast loondienstverband maar inspelende en gebruikmakende van de flexibilisering in de markt kan men meer resultaten bereiken. Niet belemmert door interne belangen maar doelgericht met daadkracht aan de slag ter realisatie van het beoogde doel in de daartoe gestelde termijn. Na interventie door de interim manager kan de orgnaisaties weer op eigen kracht verder op het nieuwe of hogere evolutionaire pad!
After intervention through interim management,  the orgnaiztion moves on back on its own power on the new or higher evolutionary path!