The Root Change Process®

Change Is Easy, Unless You Want to Do It Right

Write some new policies, rejigger a few procedures, scramble the org chart, and give the whole shebang a name with 2.0 or year after it and you’ve got yourself change in the making. Only, in the end, not much of it. And what there is isn’t terribly good.

What you really need is a change expert. Conveniently enough, Root just happens to be that very thing. We’ve been at it for three decades, give or take, and could easily overwhelm you with client testimonials of the glowing kind.

At the heart of our expertise is the Root Change Process®. Decades in the making, it’s based on the fundamental belief that people are at the heart of any organization, and only a process that engages each of them intellectually, emotionally, logically, and meaningfully will result in the kind of change you desperately crave.

Download the Root Change Process Steps

Eight Steps to Making One Giant Leap

The Root Change Process® was (and continues to be) developed over the last 30 very odd years, and has proven itself worthy to over 900 organizations worldwide. Based on the radical-but-shouldn’t-be idea that people are the heart of any company, our process engages them intellectually, emotionally, and logically so they understand the whys, whats, and hows of the change that’s coming their way.

The Root Change Process®

Define Your Future

Build an Organizational Movement

Create Lasting Change

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Define your reality

Remove those rose-tinted Ray-Bans and take an unfiltered look at the state of your company, its customers, the competition, and everything else that affects your success. The truth may sting, but it hurts less than failure.

1

Define your reality

Remove those rose-tinted Ray-Bans and take an unfiltered look at the state of your company, its customers, the competition, and everything else that affects your success. The truth may sting, but it hurts less than failure.

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Developing a compelling future state

Don’t be squishy. If you want everyone to understand where you’re going, leadership must create a clear picture of the destination. It helps if you banish buzzwords.

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Define and align on strategic critical priorities

What needs to happen and when, and who’s responsible for doing it. You have a leadership team – make sure they’re not only in alignment, but ready to take action and hold one another accountable.

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Define and align on strategic critical priorities

What needs to happen and when, and who’s responsible for doing it. You have a leadership team – make sure they’re not only in alignment, but ready to take action and hold one another accountable.

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Ensure behaviors and culture support the vision

How are leaders going to walk the walk instead of just talking the often-ignored talk? Actions speak louder than meetings, so make sure everyone adopts the new corporate ethos. And knows what “ethos” means.

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Create broader leadership advocacy

Whether by title or talent, success comes easier when you enlist every leader at every level of your organization to help show the way to change.

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Create broader leadership advocacy

Whether by title or talent, success comes easier when you enlist every leader at every level of your organization to help show the way to change.

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Get everyone in the game

Your initiative is too critical to tolerate spectators, lookie-loos, or boo-birds. Get everyone giving 110% by appealing to both their hearts and minds with engaging stories of the why, what, and how of the process – and their vital roles within it.

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Organizational hardwiring

Change that sticks is more than skin-deep. Not only must your policies, procedures, compensation plans, and other structures reflect the new direction, but you must promote the skills among managers and frontline employees that turn new ways of acting into the only ways of acting.

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Organizational hardwiring

Change that sticks is more than skin-deep. Not only must your policies, procedures, compensation plans, and other structures reflect the new direction, but you must promote the skills among managers and frontline employees that turn new ways of acting into the only ways of acting.

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Build strategic skills

No rest for the rockin’. Another round of change is always on the horizon, so equip your leaders, managers, and the front line to tackle it as effectively as possible.

“From my perspective, your approach is a systematic process that has allowed us as a staff to take what we know or believe about our business and synthesize it into a comprehensive plan. Other firms tell us “where to fish” and what bait to use – your firm has taught us how to be fisherman, which is a much more valuable lesson.”
President and COO, Babcock & Wilcox

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