![]() ![]() Over a span of five years, and in partnership with some of the world’s most famous organizations, we tried dozens of novel combinations of change processes, aiming for the following outcomes: Most importantly, we experimented with real teams and their messy problems. We borrowed ideas from traditional change management, yes, but also complexity science (a new scientific field that emerged in the 1980s and 90s), human-centered design, and agile and lean methodologies. We hired academics and seasoned change practitioners. We interviewed past clients and legendary changemakers. (Cue the movie montage.) We investigated every popular change model on the market. In other words, organizations needed a process to ensure change wasn’t just a one-time event driven by a lucky or persistent “rebel,” but rather, a muscle within the organization that could grow stronger with practice. Leaders wanted to spread new practices throughout the organization, and to know when it was time to revisit those practices. Teams had to adapt to customers’ emerging needs faster. Not another comms plan or additional “change theater,” but a way to truly change collective behaviors and mindsets. What organizations actually needed was a process to make change. The real problem was organizational culture: incentives that muzzled new ideas, silos that prevented changes from spreading, and processes that reinforced the status quo at every turn. In fact, they often had passionate staff who were already championing the same new approaches we were peddling. But to our surprise, we saw firsthand that organizations weren’t suffering from a lack of ideas or access to technology. We borrow from rich sources, but are allergic to dogma.Our founding members had all worked in innovation agencies, digital transformation studios, and within the operations function of major companies, tasked with infusing organizations with new ideas and technologies that would give them a competitive edge. Our approach is informed by traditional change management, agile methodologies, human-centered design, complex systems science, and positive organizational psychology. Our full-time folks are a potent mix of organizational development experts, change management practitioners, and human-centered designers. Today, our growing team consists of two-dozen full-time employees, as well as a large network of freelance specialists that we tap on a short-term basis for their regional or industry-based expertise. We have been remote-first as a culture from our founding. We have teams in the US, Canada, and Australia that serve their countries and the surrounding regions. series C) experiencing hyper growth and requiring support for a sudden leap in scale and complexity. Our clients are typically either a) very large institutions such as public companies and/or multinationals, or b) well-capitalized startups (e.g. As of last count: in eight years, we’ve conducted more than 120 client engagements, on five continents, spanning 20+ industries. ![]() We have served clients in nearly every part of the world, and across almost every industry. We are a global boutique consulting firm, founded in 2014. Not just more plans or slogans, but changed behaviors and business outcomes. NOBL was designed to zealously serve those rare clients who want real change and transformation. And too few clients push back or even want real change in the first place, and merely accept that when the going gets tough, the consultants get going … to the next client. Instead of being measured by impact and outcomes, too many consultants measure themselves by how well a senior meeting goes, how polished a presentation looks, and how large an account grows in billings. We knew just how low the bar had been set between clients and consultants. NOBL was founded in 2014 by professionals with experience as both in-house change agents and external consultants. Not only because organizational change is inherently challenging, but because few clients and partners ever really attempt it in earnest. “We help leaders make change.” The whole consulting industry makes that promise, but very few projects ever deliver on it. ![]()
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