SKOPOS focuses exclusively on organizational change consulting. Hence, we tailor our consulting model to fit the requirements of successful organizational change, as follows:

SKOPOS is an implementation-focused consulting firm. That is, we help our clients implement change programs in their organizations. We have built the capacity to:

1. Diagnose and monitor organizational realities through surveys and structured observations
2. Help our clients define specific change objectives and design programs to achieve these objectives
3. Coach and build clients capacity to manage change programs.

SKOPOS builds strong, long lasting partnerships with clients. That way, we continue to support our clients through significant, long change drives.

Our consulting team combines both global expertise and local implementation. We also combine HR experts with ex line managers (whose careers have been mostly with multinationals) with career OD consultants. Thus, we offer our clients the right mix of skills and expertise needed to support organizational change drives which include significant HR components.

Rather than focusing on delivering certain change initiatives, we focus on helping our clients manage complex change programs. We perform this supporting role through the following:

1. We begin engagement with our clients by administering and analyzing an organization diagnosis survey to help clients identify areas of strength and needs for improvement.
2. We then form a team of consultants who become residents on the client's site. The size of that team depends largely on the magnitude of change program and the roles expected of the team. A qualified member of that team is assigned as the project manager.
3. Another group of consultants are also assigned to support the project, through part time, as needed basis. These are usually senior consultants who are called upon to provide advice on specific issues or to help implement limited change initiatives.
4. SKOPOS team of consultants build a very strong relationship with owners of change in the client organization at several levels, most notably at high executive level (strategic owner of change), and HR organization (operational owner of change). Clients typically form internal teams (task forces, steering committees, etc.) to manage the change directly. This internal body becomes the counterpart to SKOPOS consulting team. Our task is then defined in two folds: help the internal team manage the project, and transfer know-how about change to the internal team in the process.

To help support our client lead successful change, we engage in many key roles.

1. We help our client articulate and communicate a compelling message of change.
2. We advise our client on which change initiatives to launch at any specific phase of the change program, and on requirements for the success of this initiative (even if we are not the consulting firm in charge of this initiative). Some of these initiatives are typical transactional HR initiatives (e.g., redesigning a compensation system or a performance management system), some are typical OD initiatives (e.g., a communication campaign to promote upcoming changes, or a structural change aimed at enhancing the implementation of a governance model).
3. We help our clients identify potential leaders of change, and suggest ways to empower these leaders.
4. We audit HR organizations (structure, key processes, employees and services delivered). We support the development of HR organizations to reach performance levels where they can play leading roles in the change drive.
5. We help our client monitor emerging trends within the company while the change program is underway. We then advise on how to deal with these emerging trends.

Large organizational change programs usually require expertise in many specialized areas. While helping our client manage the change project and while delivering expertise needed for the implementation of certain initiatives, we work closely and collaboratively with other clients whose work is related to ours.