BOUNCE & STEER APPROACH

The Bounce & Steer approach has eight distinct but interrelated components. Which components should be deployed and to what extent depends, among other things, on the question, problem definition or urgency. To work together effectively and get to the essence quickly, it is important to immediately feel a sense of mutual respect and mutual trust. In my opinion, these are the prerequisites for making progress. Only then can we work together systematically toward a solution.

THE CORE QUESTION

It's important to have really clear up front what the question, the problem statement or the urgency is. What I often see is that the strategy is reasonably clear and the strategic goals are described. However, what one frequently encounters is a failure to implement the strategy. The "conversion" gets stuck or does not get moving. What are you running into as an owner/manager? This section is particularly about listening, asking critical questions and continuing to challenge: Bouncing. All with the goal of having a clear picture of priorities, cause, problem definition and expectations.

Approach Bounce and Steer consists of eight steps that can be used separately and together. This is symbolized by a cinder track with the numbers 1 through 8

STAKEHOLDERS AND INFORMATION

Perceiving the views of other stakeholders. Is the cause and challenge clear to everyone? Are there blind spots regarding priorities? Where are the opportunities and what are the threats in their opinion? Why are things running the way they are? Or not. This section also involves several conversations. Bouncing with the client and the other stakeholders. In addition, essential data are collected to challenge the problem statement. This often reveals that there are other insights to test.

MEASURING

Once the root causes are clear, goals need to be concretized. Existing goals may need to be modified. And, of course, the strategic goals that were once set are also considered. Often people want a lot and are ambitious, but the movement, growth and progress is not there. Are the goals correct and concrete enough? Can progress be measured? With the insights from previous conversations, we agree on specific, measurable, achievable, relevant and time-bound goals.

SLOW DOWN TO SPEED UP

Checking is obviously important before making choices and moving on to implementation. Good analysis, challenging each other and challenging the principles form the basis. This is followed by clear feedback to the stakeholders regarding the findings and the previously set goals are checked. These can in fact still be adjusted during this phase. An essential delay to accelerate growth.

SCENARIOS AND CHOICE(S)

We explore scenarios. We look at different approaches, strategies and alternatives to ensure that the best possible choice(s) can be made. The goals set for this, of course, are essential. A choice is actually a well-prepared decision. The final choice is made by the appropriate body in the organization.

OWNERSHIP

In most cases, existing resources and staff will be used to implement the project effectively. But rather than "we're going to do this now," it must be clear at this stage "who, what, when" is going to do it. Ownership and accountability are necessary for follow-up, adaptation and progress.

PLANNING AND CONTROL

A realistic schedule and steer(steer) must be agreed upon. This includes communication and creating commitment. To accomplish all this, a project plan is needed that outlines the tasks, timelines and dependencies required for successful implementation.

IMPLEMENTATION

If required, I am actively involved in implementation. I encourage open dialogue to make necessary course corrections. I provide regular updates and discuss the implementation of any essential changes.

Want to know more about the approach? Send an e-mail to Jan Hein Bax for more information. Of course, you can also call.