Project management, change management, systems implementation (HR systems, project management systems, ERP systems) and organisational change solutions.
All individuals are faced with the possibility of change of which they are the centre.
Change can present excitement and possibilities, challenges and inspirations and most importantly the knowledge that we can grow into the future.
Cultivating change can be a creative and inspiring process that travels the pathways of our vision and a journey with unexpected twists and turns.
Innovachange was created to cultivate leaders and organisations to become all that they are as catalysts of change.
Innovachange envisions businesses and leadership that are innovative and growth-enhancing for individuals, organisations and society, encouraging a climate of transformative change, where diversity is valued, individuality and unique talent are leveraged and individual and organisational growth are enabled.
The Innovachange programmes and models have been designed with an alchemy of elements from project management methodologies combined with HR, coaching and psychology methodologies.
The Innovachange 'Roadmap for Change' adopts the person-centred approach founded by Carl Rogers (cultivating a growth-promoting climate for change), combined with the 'Appreciative Inquiry' 4D method of implementing change (leveraging positive core strengths linked to the change agenda) by David L. Cooperrider, with the project framework of the PMI (Project Management Institute).
The Innovachange transformational change model recognises the person-centred philosophy and values that, at the core, each individual and organisation has the innate ability for growth and innovation and can be facilitated through providing a growth-promoting climate.
Appreciative Inquiry is a powerful approach to transformation as a mode of inquiry capable of inspiring, mobilising and sustaining human system change. Over the past several decades, Appreciative Inquiry has been used by organisations around the world—from global companies to nonprofits, governments, and communities—to lead change that is more engaging, more collaborative, and more enduring.
Many approaches to change start by analysing the problem, diagnosing the root causes and work to fix what isn't working. The Appreciative Inquiry approach has a different starting point.
It asks questions that help people see what’s working, what’s strong, and what’s worth building on. Instead of leading with gaps and deficits, it invites people into conversations about strengths, successes, and possibilities.
People become more engaged, more open, and more willing to contribute. Instead of defending what’s not working, they begin sharing stories of when they’ve been at their best—moments of success, pride, and connection.
When individuals and teams connect to their strengths and past successes, they gain confidence in their ability to move forward. Ideas for change come from real experience, not abstract best practices, and when people are involved in shaping the future, they are far more committed to bringing it to life.
What makes it so powerful is that it is not just a method or a set of tools. It is a way of thinking, a way of leading, and a way of being in conversation with others.
At it's core, Appreciative Inquiry is grounded in a few powerful ideas:
The questions we ask shape what people notice and talk about, and over time, they shape reality itself.
The images we create of the future influence how we act in the present, which is why taking time to imagine a compelling, shared future is so important.
Change is more effective and sustainable when it includes many voices, inviting people across a system to participate in creating what comes next.
Growth happens faster and more sustainably when we build on strengths and successes rather than focusing exclusively on problems.
When you shift the question, you don’t just change the conversation. You change what people see, what they believe is possible, and what they are willing to build together.
"We grow and we become what we most deeply, frequently, and most powerfully ask questions about"
- David Cooperrider.
Transformational leadership is a leadership style that innovates, catalyses and impacts change on an individual or collective scale, change that can redesign or expand perspectives, insights, opportunities, limitations, values and aspirations.
Transformational leaders include catalysts of change across a diversity of professions, cultivating change in themselves and others.
Transformational leaders are growth-enhancers for individuals, organisations, communities and society, providing a growth-promoting climate for shaping change and growing into the future.
They enable a climate that can provide an important role in releasing and facilitating insight, open communication, valuing diversity and the tendancy, creativity and empowerment of individuals and groups towards transformative change, to perform and become their highest potential.
Transformational leaders are growth enhancers for society