RLB | Schumann - Why?

A couple of weeks ago we announced that Schumann Consult was merging with Rider Levett Bucknall to create a new business unit named RLB | Schumann. I wrote a short blog piece titled 'Reflecting on Schumann Consult and beginning RLB | Schumann' a couple of days later and in the few weeks that have now passed we have received hugely positive feedback about the move and we are already well on our way to integrating within the RLB business. 

Since the merger Nick and I have attended RLB European Alliance meetings, Executive Partner Meetings, UK Board Meetings, and Global Board events, with other members of our team integrating into the RLB offices around the country, presenting at office meetings and getting involved with various social events, where on each occasion our inclusion into the RLB family has been met with friendliness and excitement at the potential and opportunities for both businesses.

We have also been talking to, and meeting with, many of our Clients to explain the move, all of whom have welcomed it. As you may well imagine, there is one question that we are sometimes asked - why?

Well, to try to explain, I go back a couple of weeks to when I posted a short snippet to my LinkedIn profile about the formula for change. For those who missed it, or who had no idea what I was talking about, there are various change formulae that facilitate change. I posted the Dannemiller change equation (there are other versions) which states that three factors must be present for meaningful organisational change to take place and is as follows:

D x V x F > R

• D = Dissatisfaction with how things are now.
• V = Vision of what better looks like.
• F = First steps to be taken to achieve that vision.
• R = Resistance to change.

In a nutshell, if R is less than D x V x F then change is possible and you have found your why. So what were the factors that contributed to our change?

Dissatisfaction

Our dissatisfaction evolved around how we could adequately address our growth potential in the future. Growth requires investment, not only cash but investment in people, training, thought leadership, marketing, innovation and service/ product development which is best achieved in partnership with other like minded businesses who share our commitment to quality and culture. We both understand that properly managed growth is essential for long term success and standing still is never not an option. 

Vision

We both know what good looks like having been partners in Davis Langdon which was an exceptional business and knowing the key drivers behind specification and design management services.  We know what clients value and have a clear vision of how integrated services combining specifications, cost management and project/ design management can really benefit our clients and their projects.

But what about RLB's vision? Well, already being the largest independent Cost Consultancy practice in the world they are keen to improve and grow with quality, diversification and service integration at the centre of their plans for the future. RLB + SCL are a perfect fit  and a great place to start building for a future, where together, we will lead and innovate.

The vision includes creating something better  than the sum of its constituent parts to make 1 + 1 = 3. 

The merger between RLB and Schumann Consult is just the beginning of the journey and over the next few weeks and months we will further define this integrated offer, so watch this space. 

First Steps

Nick and I have never been afraid to lead and take the necessary first steps as we did when setting up Schumann Consult in 2013. The question was were RLB ready to take the first steps towards their goals? Absolutely they were. Here was a business already going through a restructuring and change process led by a fantastic team, comprising Ann Bentley, Stuart Stables, Andrew Reynolds, Mark Weaver and Dean Sheehy, all of whom were open to those first step discussions and with whom we now work very closely. 

Resistance

Human beings naturally resist change; the challenge is to make the WHY big enough to overcome that resistance which takes vision, leadership and bravery. Questions like “how will it affect my job”? “what does this change mean for me”? “how will our Clients be affected”? “is this the end of the our nice comfortable position”? are all very understandable concerns. Indeed I also had questions having absolutely loved owning my own business, growing it from nothing to what it is today and then integrating it into a much larger business - what would it mean for me? Would I be able to adjust after three and a half years of full autonomy?

Thankfully, all of these issues have not been a problem. RLB have welcomed each and every member of our team with open arms, and let us continue 'Business as usual' in addition to integrating us into various groups where we can start to make a difference and influence and support the business in whatever way needed to deliver the vision that allowed our change to happen in the first place.