Why Brio?

In 1996, John Kotter wrote Leading Change, considered by most as a seminal work in change management. In it he revealed that barely 30% of projects that included major organizational changes achieved their objectives.

More recently, a survey conducted in 2008 by McKinsey & Company of 3,199 managers from all over the world has shown that the situation had hardly improved over time. In fact, only one out of three transformation projects succeeds—a percentage practically identical to that of John Kotter's put forward twelve years earlier.

At Brio, we want to ensure that our clients don't fall into that category, but rather that they reap the benefits expected from their transformation projects.

Choosing Brio is like investing in benefit insurance

Our clients' reality and issues concern us. We therefore work closely with them to design applicable, personalized strategies to help them gain the benefits expected from the transformation. We avoid cookie-cutter solutions and abstract theories.

Strategizing and acting according to the expected benefits favours strong support from all stakeholders for the transformation target and brings together the necessary conditions to reap the benefits to be derived from the entire project.

Brio guides clients from idea to implementation

We are known for accompanying our clients to help them achieve implementation or move from the intention phase to the action phase. We do more than work on ideas and concepts. Once the target is set, we also make sure to give our clients concrete means to execute their transformation project and, once again, reap the expected benefits. We work with our clients in the field.

Brio intervenes at all organizational levels

We intervene at different levels within the organization, as well as at both the group and individual levels, in coaching or implementation mode.

At the group level, we make sure to foster a genuine culture of change. At the individual level, we support managers so that they become true leaders of change within their organization.

Team excellence and best practices set Brio apart

We hire the best talents. As well, we are always on the look-out for the latest trends and invest time and money to constantly improve our practices.

Brio works closely with academia

We work closely with HEC Montréal on mandates for action-research or the development of intervention tools such as the stages of concern model by Céline Bareil.* We hold an exclusive licence for this model, as well as for the change management implementation model developed by Alain Rondeau and Kevin Johnson. Jointly with Pôle Santé HEC Montréal and the CHU Sainte-Justine, we also developed CAPTE, a change management approach that is fully integrated into SherpaTO^TM, our change management expert system.

Brio helps organizations learn to manage without Brio

Since one of Brio's key objectives is to help our clients to constantly evolve, we share with them our expertise and our knowledge. Our intervention is a success if the organization achieves its transformation. It is an even greater success if the organization's stakeholders have acquired the expertise and knowledge necessary to emulate this feat on their own.

 

* Associate professor and researcher at HEC Montréal; contributor to the development of the expert system SherpaTO^TM.