The transition approach comprises the following types of activities:

• Explaining: jointly exploring the core of the task and possible future directions for the sector.

• Activating: provoking, developing and strengthening innovative practices.

• Agenda-setting: mainstreaming innovative ways of thinking and working by the sector.

• Reflecting: reflecting on interventions and the changing environment in order to adjust intermediately (through all activities mentioned above).

A well-designed transition approach can quickly generate a great deal of impact.

Organisational turnaround

Social change requires sustainable change within your organisation. It pays to move pro-actively in the transition, to make choices. Bopro guides you to develop a transition strategy, that will enable you to find a new direction, positive energy within your organisation and that creates opportunities for new business.

Whatever position is chosen, the same applies to each: not the biggest companies survive, nor the smartest companies, but the most agile companies are best able to thrive in a period of transition. Multi-disciplinary work, simplicity of organisation, learning from experiments and the customer, establishing trust and tapping into new earning models, long-term thinking, willingness to change, all help determine how agile a company is.

Manoeuvrability is a necessary condition to survive in times of transition.