BECAUZ Accelerators

A Comprehensive Approach to Change

The BECAUZ Accelerator program utilizes proprietary Processes, Tools and Systems to install transformational change in Leaders, Teams and Organization. This process accelerates change because of our proven processes, dynamic facilitation and an integrated, systemic approach.

How do we maximize our impact as a World Class IT Organization and embrace the challenges presented by global economic and IT events and trends?

Walter PuschnerVP - Worldwide Field ITMicrosoft

How can we create a leadership team to transform our firm?

Mike PongonCOOPoint B

How can we most effectively communicate our Real Estate Repositioning offering to add value for our clients?

Tony StewartVice PresidentMcKinstry

How do we maximize our impact as a World Class IT Organization and embrace the challenges presented by global economic and IT events and trends?

Walter PuschnerVP - Worldwide Field ITMicrosoft

BECAUZ tailors the programs they offer us to closely align to our business needs. Each and every interaction has its own dynamic, and they are able to adjust what they do, live in the moment, to maximize results and value. That kind of adaptability and dynamism is a core skill you don’t often find.

Walter PuschnerVice President, User ExperienceMicrosoft

BECAUZ are savvy social architects who create environments that lead to extraordinary learning and results. With your help, our 80-person extended leadership team has moved from a “command and control” focus to an “inspire and involve” culture, with alignment and ownership embedded into the leadership ecosystem.

Jacky WrightVPMicrosoft SESIT

With BECAUZ we have consistently generated breakthrough results and have been able to align our teams around transformational strategy. We have built an adaptive organization that flourishes in the midst of uncertainty and innovates to create solutions that were unimaginable just a few years ago.

B.J. MooreVice PreidentMicrosoft - Enterprise Commerce IT

How can we engage our entire organization and partners as leaders to realize our vision?

Senior Director of a field readiness group

How do we get our engineering leads and their teams to perform at even higher levels as we grow and scale our business?

Brett HelselSr. VP EngineeringIsilon Systems, Inc.

What would be possible across teams if we collaborated?

Andrew ClaphamSenior DirectorDesign & Construction

How can we drive team performance, build client relationships and generate a better bottom line?

Erika SchmidtPresident & COOFrause

How can we build a global innovation engine without adding people or additional dollars?

Tyson HartmanChief Technology OfficerAvanade

Three Phases of Transition

Ian McKelvie

Change and Transition

There are three predictable phases to any transition process, whether it’s a personal transition or massive change on an organizational level.

The three phases of transition are:

  • Ending: Something has ended, something is over. We’re forced to let go of something we’re comfortable with. We feel a sense of loss, perhaps resistance, denial, anger, and more.
  • Neutral Zone: This is the bridge between the old and the new. We’re not where we used to be and not yet where we expect/hope to be. There’s confusion, frustration, and disorientation. But the confusion can lead to creativity. We might start looking at things differently, see some new options.
  • New Beginning: We start to embrace the change. We feel optimistic about the future, excited about a new way of being, about doing things differently. We have energy, feel a renewed commitment.

People experience these phrases and their accompanying emotions at different rates and in different ways. You can work to nudge the process along, but it’s important to allow time to work through each stage so the New Beginning is a positive move forward, with minimal encumbrances of the past.

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