A Twelve-year Organisational Consultancy to a Health Care Company

Abstract

This article will address and describe an extensive and successful twelve-year consultancy to a health care company. My contribution as a consultant consisted of highlighting and working with the different life phases of a small dynamic company. I used a set of methods and interventions. I assisted the owners during the start-up of the company, as well as during its growth and expansion, and finally during the close-down. The organisation was initially flat and only the owners were employed. They had no manager and a CEO only on paper. All responsibilities were shared. Later, during the growth of the company, new people were employed, and a hierarchy was introduced. Roles and role systems changed considerably and needed addressing and working through. The subsequent phases in the life of the company all involved considerable role changes. Eventually several of the owners retired. The company was bought out and a new management took over. The consultancy finished after twelve successful years. Consultancy methods used: Action Methods, visualising the organisational system and role systems, role training and role reversal, team training, feedback and reflection.