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Do you want to know how it all came about and what the story is behind our approach? Then read our story.

Passion for change. RibbonWood was born in 2009 out of a passion for change. Passion for dealing with people, with the unpredictability and the complexity (sometimes) of the various issues.

Our approach to change management, the 10s model was created in 2012. We were then at the beginning of a digital transformation at a bank. We had made the change program as a 'normal' program. We used plateau planning. 

​We found that the 3 month plateaus worked best. 2 months turned out to be too short to achieve the goals of the plateau and therefore had a demotivating effect. This also applied to the 4-month plateau. This one was too long to hold tension for a change. Change seemed to lose out to business as usual in terms of attention.

Then we got impressed by the scrum guide. Scrum was conquering the world on the agile movement. We also used scrum at this bank. What impressed us was the sheer simplicity of the document and the impact the content managed to make. This was extremely inspiring. We next looked at the change literature. What you see in it is enormous complexity and very often analyses, but little how-to approach. Certainly not approaches that indicate how you combine bottom-up with top-down; or how to make flexibility and continuous learning part of your approach.

Aided by these two insights, we asked ourselves whether we wouldn't be able to write a change approach that was just as simple and impactful could be like the scrumguide. This took a while, but in our opinion it worked out well. The 10s approach has been our basis since 2012 and has successfully helped many organizations in change.

Masterclass Change Management. From 2014 we came up with the Masterclass Change Management. Here too we use our change approach, the 10s approach, as the backbone. Initially a bit hesitant. After all, we didn't want to come up with just one approach, we don't like dogmatics. But the participants appreciated the model and asked for more. That is why the model has now become an inseparable part of the master class. But in its application we are still not dogmatic; we believe that our participants should choose the best approach for them; and we elevate the principles above the framework itself. The framework therefore serves as a nice set of best practices.

Well proven value. Meanwhile, the 10s approach has been used in countless programs and field-tested with a nice line of clients, both in the public and private sectors. We can now say with confidence that the model has more than proven its worth.

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