Organizations that are looking for an edge to be more competitive and/or profitable have discovered that the changes they need are not easily implemented. IMPACT was developed with these problems in mind.

The obstacles organizations face are primarily based on changing individuals’ behavior. To be what we want to be and where we want to be, all individuals must do something different than what they are doing now. What will we do different tomorrow? The answer must come from the individuals, the organization, and the system; yet, most organizations struggle violently though this transition. IMPACT provides the road map for this change.

The IMPACT Process provides the consistency and discipline to overcome the organizational barriers encountered during change. There are six areas of emphasis that are assessed, addressed, and evaluated: strategy, structure, processes, empowered teams, leaders, and dialogue.

The beginning of the process includes developing a strategic plan and identification of expectations of upper management that are communicated to the. An assessment of the organizations current culture is compared to what should be and the gap becomes the focus of the design of implementation. Common language elements are identified that everyone should know and practice. Necessary learning events are scheduled and group process facilitators are trained to assist groups implement best practices. The organizational results are monitored and corrective actions are put in place.

Because all organizations are different, there can be considerable variance in the design and implementation of the IMPACT Process. Participating organizations return on investment has been consistently high when they "walked the talk" they identified as essential.

The journey is difficult, requires significant effort, and we must confront people and issues that currently exist. During the journey, we will find that our existing workforce can compete, respond proactively, and produce results beyond their expectations.