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:
The systemic view of a business.
A business is composed of interrelated subsystems that relate to each other in an organised manner in order to yield the desired results. It is a living and complex social system in which any action on one part affects the others, requiring a global view of the whole.
The importance of hidden informal aspects.
Normally, we focus on the formal structures and processes of an organisation. But there are other informal aspects that are unseen but occur in parallel, determining the degree of success of any action. Some examples of these are the distribution of roles, affinity, status and power.
Differentiating between personal / team / organisational levels.
As we can address the team as a whole, it forms the basic intervention unit to support the cultural transformation process. We are interested in what the team thinks, how the members listen to each other, how decisions are made. When the team goes through a change, so does the individual member. This will cause a snowball effect and over time, it will generate a cultural transformation of the entire organisation.
Designing the phases of the transformation process by also carrying out off-site work.
It is essential to design all the phases of a transformation process: awareness, motivation, acquisition of new knowledge, development of new practices and reinforcement over time. And to rely on off-site work as a tool to sustain progress, internalise learning and optimise the use of time.
Leadership to overcome differences, preserving the cohesion of the group.
Leadership must provide safe spaces for diversity where people can think, express and act differently. And at the same time preserve the common goals, cohesion and sense of belonging of the group.
Cultural transformation as a long journey.
Transforming a company’s culture doesn’t happen overnight, it is a long journey that may never end. Each company must find the most suitable pace to discover and internalise new ways of doing and relating, while gaining greater autonomy throughout the process.