Organizational Change and Transformation
Organizational change is not a rollout or project plan, it is a developmental journey that touches culture, leadership and the underlying system. This post explores a systemic and meaning-driven approach to guiding transformation from the inside out.
summary: True transformation cannot be imposed, it must be understood, embodied and grounded in the lived reality of the organisation. In this article, René de Baaij outlines a reflective, systemic approach to change that honours both the complexity of systems and the human experience within them.
Organisational change is not a project. Not a rollout, not a fixed timeline in three phases. Real change touches culture, leadership, patterns and perspective. It does not emerge through control alone, but through the willingness to listen to what is stuck — and to work with what is asking to unfold.
As a facilitator, I support organisations facing real, consequential change: moments when existing structures no longer suffice, when strategy collides with reality, or when a new phase calls for different behaviours, leadership and ways of seeing.*
I guide change not as implementation, but as a learning process. do not enter as an external “change manager”, but as a developmental partner who helps ground transformation in the people, language and lived experience of the organisation. Not top-down, not bottom-up — but right at the centre, where the tension lives between what is and what is needed.
My approach is systemic, psychodynamic and meaning-driven. We look not only at what needs to change, but at how change can take root: what is stuck, what wants to be released, what stories are being told — and what still remains unspoken.
Together, we create space for reflection, repositioning, dialogue and ownership. We design change trajectories that match the pace, capacity and context of the organisation. No blueprints, no shortcuts — but depth, coherence and courageous choice.
I work with organisations in both the public and private sector — often at moments of restructuring, cultural renewal, leadership transition or strategic shift. Always with attention to both the larger system and the human experience of change.
René de Baaij
