“The way we handled projects was a good example of this. In the past, our processes tended to privilege being 100% right over getting things done in a reasonable time frame. Now projects have to have an answer within six months – and if the result is only 85% there, then it’s better to go with that rather than spend another two years getting that final 15%,” says Blockx. “We also reduced the number of committees looking at decisions and empowered individuals to make them themselves. All this has speeded up the decision-making process and also motivated and rewarded staff with more job satisfaction and a feeling of accomplishment,” confirms Rombouts.
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Blockx picks up that thought, “It isn’t really about a change programme – it is about changing people’s mind-sets and freeing them from rigid structures so they can use their own creativity, imagination and judgement. KBC needs to future-proof itself against existing and potential competition, and innovation is one means of doing this – but innovation needs the right atmosphere to thrive.”