Track Record

The Workshop has provided a practical tool for managing our change… a refreshing and pragmatic approach.

The Tipping Point Workshop is providing our senior managers with a shared understanding of the levers of change and a common language as we plan and progress critically important developments in the way our Trust operates and performs. The Workshop’s ‘seven levers’ provide an invaluable mental model, and we have noted specific examples of shifts in emphasis that have resulted directly from learning that has emerged from the model’s

With Andrea Shapiro’s “Tipping Point” model, I have a suite of materials to effectively guide change. I’ve used Andrea’s work to cut months out of change deployments and dramatically change adoption rates.

The most remarkable thing for me was to see the transformation in thinking and dialogue in such a short space of time across the whole group from operators to senior managers. The plan [they created after the workshop] is also radically different from anything created on site previously.

We have used the Tipping Point model in a multi-year transformation programme impacting a 30,000+ FTE Global Manufacturing & Supply organisation. We have built the capability of leaders and their teams to create and own plans for complex change and have consistently found that the simplicity of the model has been very well received at all levels.
We have incorporated the principles for the Tipping Point model into a broader system for managing change that aligns very well with the business’s existing Change Framework. This approach is now firmly established in Manufacturing & Supply and we’re now seeing leaders and teams continuing to refer to the Tipping Point’s ‘Attitudes towards change’ and using the Tipping Point levers in the design of new projects and delivery of incremental change in business as usual.

The workshop itself and the supporting materials are cleverly designed to suit the needs of all learning styles – active learners are attracted to the hands-on ‘learning by doing’ nature of the workshop, while more reflective learners have access to in-depth explanations and evidence of the underpinning theories and principles. We have seen many examples of ‘penny dropping’ moments as colleagues reflect on their experiences of change and gain insights into what works, what doesn’t, and why.

Since the first Tipping Point Workshop we ran in the Trust a few months ago, the Tipping Point language has gained momentum in the organisation and piqued the interest of some senior colleagues.  We’ve hosted a further four workshops so far and are seeing signs that the programme is influencing colleagues to work differently, including some important specific examples

The Tipping Point model is clearly a great and very practical way to lead complex and cross-functional organizational change programmes (such as supply chain transformations).
With an end goal in mind and the right focus on the people side of change, the mental model gained through using the Tipping Point simulation really helps to guide day to day activities and ensure the programme stays on track to deliver and sustain the desired outcome.

A fantastic change management tool, that helps those involved in a change convert an aspirational change into practical activity that needs to be done for the change to be successful.
I have personally used this internally in organisations within corporate worlds and non-profit sectors and well as now externally how an organisation can drive sales through creating contagious commitment to its products – each time with fantastic results.