We have developed our own working method based on the experience accumulated over the years. The Fabrika Method we work with consists of 6 main ingredients:
Transforming the company’s culture with a systemic vision, in a sustainable way.
We see the company as an interconnected system, made up of different parts that coordinate and integrate with each other to generate the desired results. It is a complex system in which any action on one party affects the others. For the cultural transformation to be successful, it is necessary to accompany and sustain the process over time, allocating the necessary resources and energy to maintain and consolidate the planned changes.
Proposing value-based management in line with the organisation's purpose.
Value-based management is a valuable tool for improving the emotional commitment of all stakeholders including workers, suppliers and customers; which undoubtedly has an important impact on the company's performance. Values are like a behavioural compass for people in an organisation, guiding us on how we can fulfil its purpose. It is also the only way to manage their actions effectively in increasingly complex and uncertain environments, where it is very difficult to set clear guidelines or define firm objectives.
Involving the participation of all stakeholders.
In the first phase, this includes owners, management and workers; extending later to customers, suppliers, environment and community. The company’s owners and management must be committed from the outset to the process of cultural transformation for it to be successful. Then the different levels of responsibility must participate by designing practices that can be implemented throughout the organisation and that combine horizontality with verticality. We personalise each process as no two companies or cultures are the same and for more advanced levels it is necessary to have the opinion of external stakeholders.
Measuring and developing the 8 principles of the New Business Culture.
We measure the degree of implementation of the new culture in the company with the Arraun tool, which we have developed specifically for this purpose. We analyse the score obtained in each of the 8 principles of the new culture and from the initial diagnosis we design a work plan that we adjust according to the company’s level of development and the evolution of its scores over time.
Necessarily combining company-driven programmes with individual support programmes.
The key lies in addressing the company’s collective transformation (working with teams of different levels and cross-cutting groups in the company), along with the individual transformation of its members in a growth spiral that powers itself. We need to act in a coordinated way on both levels, company and individuals, to achieve a true and sustainable transformation of culture based on the adaptation of skills, processes and structures.
Training based on practical experiences in contexts with impact, with an awareness of change, new knowledge and remote reinforcement work.
All change is the result of a process in which, firstly, it is necessary to gain awareness of the need and sufficient motivation to carry it out. Secondly, to learn and practice new ways of thinking, doing and interacting. And thirdly, to get the resources and support needed to reinforce what has been learned and ensure its success. For this purpose, we propose different types of dynamics and experiences aimed at changing behaviour and acquiring new skills, in spaces and contexts with a great capacity for impact on people and with complementary accompaniment during daily activity in their job.