Together we will identify both key opportunities and potential barriers for implementing and improving of a responsible/circular approach. We will help you to choose the most suitable ones for your situation.


We will help you to create the necessary internal prerequisites, to secure resources and the commitment of your people to get the change done.


We will provide your teams and managers with the reasons for "buy-in", the energy, appropriate approach, mindset, and skills necessary for successfully conveying the change. We will help you to make sure that the change really happens.


We will help you to find a way to reach the greatest impact on improving your company's sustainable operation with minimum of your efforts and money invested at the same time. All this respecting the required of profitability.

We will map the current condition of your organization and recommend possible steps in two basic areas:

  1. "Hard" measures to optimize or improve a responsible approach, e.g. in waste management, sustainable packaging, responsible design, using sustainable resources…
  2. "Soft" measures which will change thinking of your people so they not only understand the change in the chosen direction, but also welcome it and will be able to live it and apply it in their daily work. These measures may include identifying potential obstacles in people's minds and finding ways to overcome them, analyzing the approach of managers and recommending their development to support your intentions, etc.

We have more than 20 years of experience in the second area. In the first area, we work with experts in responsibility and circular economics, especially with CIRA A and INCIEN.

Thanks to cooperation with our partners, we will combine the recommendations in both areas into the compact solution which will help you to find an optimal path to achieve your goals. All this while respecting the 3P circular and responsible approach: People, Profit, Planet.

Circular Scan or Measuring Mindset are among the tools which will do a good job at this stage.


We will help you to ensure your investments do not fly out the chimney due to the natural resistance of people to a change.

A clear intention is rarely enough to start the "flywheel" of change. You'll need people´s determination, their time and capital most of the times.

People prefer to implement the change they really want. They need to see its higher purpose and also a very pragmatic benefit to each of them personally. We have already helped tens of thousands of people to find this meaning and benefits of change. That´s why we are convinced we can help you as well!

In cooperation with our partners, we can also help you to find an optimal source of capital to move your "flywheel".

Our tools at this stage usually include MSM workshops.


Together we will ensure that the changes that have already started and in which you have already invested so much do not stop just before they can live on their own.

The change "flywheel" needs to be energized from the outside by some point. Otherwise it stops.

We will give you recommendation till when the energy needs to be supplied from the outside, what interventions in your internal processes will help you to reduce the loss of change energy, and we will tell you when the change "flywheel" can run on it's own. We will also help you to supply the necessary additional energy.

At this stage, we mostly use tools such as regular meetings with your "change core team", Motivational workshops, the supply of fresh energy in the form of quality trainees, assistance in securing grants or comprehensive development programs such as the Academy of Responsible Leadership.

Measuring MINDSET 

We will measure your company´s readiness for change and the real pace of the change itself.

"I can control what I can measure" is one of the basic lessons in management. Although we don´t fully agree with this, we still believe the measurement helps quite a lot. In the context of working with corporate culture, measuring helps in many more regards than just stating the fact that we have or have not achieved the intended change.

Measuring values, atmosphere and mindset, howerver, is one of the biggest challenges in psychology and sociology.

Thanks to our cooperation with top experts in the field of psychology and sociology, today we can tell you with up to 95% probability how prepared your organization is for changing the mindset. And we can also tell you where there are obstacles you wouldn´t otherwise know about and recommend how to deal with them. We can also measure the extent to which we have already really managed to change the mindset of your teams.

Do you want to know more?

Mindset Measurement utilisation example ...


We will help your managers to see meaning of sustainability and get interested in living that way.

Without Responsible Leadership, no company can make a real change to get the responsible culture.

The good news is that the number of responsible leaders in top managements is increasing. But if there is a lack of full understanding and support from below, from middle management, it´s often a struggle with windmills for them. In addition, standard leadership delelopment programs are not focused onto responsibility and there is often lack of the potential for real change in mindset and behavior.

That´s why we have built the first program of responsible leadership for (not only) middle management in the Czech Republic that will be launched this year.

Do you need a critical mass in your company to think differently? The Responsible Leadership program has a huge potential to help your business shifting the mindset of key people in the right direction effectively and awaking responsible leaders in them. All this while maintaining respect for profitability.

Do you want to know more?


We will tell you how are you really doing with the circular approach and what are the best next steps to get it further off.

We can look at your company through "circular glasses" starting with checking the ways you set up your regular office operations through mapping your production processes, distribution or the purchasing system. We look for opportunities on several levels and always choose to start exactly where the first steps will have the greatest impact for you.

Do you want to know more?


We will help to provide you with the "responsible fuel" and the energy needed to make the change happen.

We are continuously monitoring opportunities that are available for companies and entrepreneurs. We actively incorporate these opportunities into our solutions. For many innovative ideas we are able to find ways to help financing your sustainable changes through grant programs, which are available from national and European funds.

But money is not the only energy we can supply you with. More...


The best strategy and process is hidden in the subconscious of your team. We know how to uncover it.

Determining the right strategy that people will believe and want to implement is not easy. Especially in times like this.

Sometimes even a smaller team is not able to agree on exactly what to do, what is the most important problem and what is the first thing to start with.

That´s why we are happy to use a combined method of Metaplan Strategic Meeting (MSM) which has already helped many companies and non-profit organizations to solve many months of fundamental or less fundamental strategic dilemmas in a single day.
And all of that with one additional key benefit - virtually everyone who attends this type of workshop is leaving with determination to go for the change.
Why? Because it´s not a management solution or ours, it´s one of their own…

Do you want to know more?

MSM Workshops utilisation example... 


We will find the right WHY and charge your people with energy for making changes.

We are good at finding the right WHYs and giving people a real meaning of their work and new challenges. Therefore, e.g. our trainings are successful, although many attempts have failed before. Moreove, we love challenges.

Do you have one for us too?

Motivational Workshop utilisation example


We have decided to help companies to be more sustainable and circular, not just because we believe it´s the right direction for everyone. We have been working on shifting the mindset and corporate cultures for many years so we are sure we have something to build on.



Our mission was to help shift the corporate culture towards a „giving mindset“.

We won the project thanks to the fact we didn´t propose any solution. Neither board nor we can create culture. Just the people themselves can. Therefore we suggested the first steps to be able to create a kickoff team which corresponded to the future culture and had the necessary preconditions for the targeted and yet natural dissemination of the new culture.

Then we provided the team and other ambassadors with the necessary energy, skills, and helped them identify potential obstacles so that the change could have taken place.
Measuring the mindset of a representative sample at the beginning and again after 14 months showed the desirable shift in the company culture in the required direction.



The original assignment did not cover any onboarding at all. It was rather about helping to improve fundraising and other connected processes, including quality reporting necessary for the administration of grants.

During the initial analysis we found that the biggest problem is not people´s skills but their mindset. Using few tools where MSM Workshop played a major role, we were able to mobilize the entire team to such an extent that one of the top managers stated:

„I really didn´t expect such a big change. I often couldn't have got the reports needed to prove the effectiveness of grants from people. Today they come to me on themselves, ask what information and reports I need. They are even often willing to do it over the weekend.“



At the beginning, the intention was to prepare team leaders and champions for changes related to the launch of new production lines. These changes meant a temporary increase in the workload for all as well as breaking personal ties in particular shifts as well as a relocation of some operators to the new lines.

An important step was mapping the current situation directly in the operation and conducting personal interviews with managers. During these interviews we revealed key demotivating factors and hidden barriers to the planned changes.

Based on these outputs we updated existing competency models, which enabled better decision-making when moving particular shift members and optimized performance management on individual lines.

Subsequently together with the HR department, we created a series of trainings focused on communication, leading people in the process of change and solving difficult situations to which we tied up a „coaching on the job“ directly in production.

The result was a visible increase in the motivation of team leaders and foremen, a smoother acceptance of change than management expected, and minimal talent loss.



Most of us at Happy are ex-sales or ex-marketing guys. That´s why we are often approached by clients with inquires that are no longer in our focus. Sometimes, however, we accept a challenge, such as the recent training of a sales team, where it was once too tough even for an experienced sales trainer.

First necessary step to succeed was working with the mindset of salesmen. Their experience with sales training over the last 15 years was so bad that HR director herself had to personally convince them to give it one more chance. 

Thanks to thorough work with future training participants and a change in training methods in the program, the project became a successful international pilot training, thanks to which each salesman began to independently test his/her new skills and approaches in the field. And, suprisingly, this was a result never seen before.



To increase loyalty, the Slovak branch decided to introduce a completely new loyalty program. Our objective was „selling“ its importance and significance to its salesmen so that they would be able to introduce it to selected VIP customers to increase both their turnover and loyalty. All this at the time when all major competitors already had had functional loyalty programs, in which they invested much more than it was feasible for our client.
We were invited to cooperate on the program in the phase when the whole loyalty programme was being designed by marketing - creating supporting materials, where it was necessary to communicate right arguments in the right way. The key phase then was setting up the mindset of the sales team and their proper training.

We are pleased that the loyalty program was very successfully implemented and also evaluated by the global HQ as the best implemented activity of that year.


We want us to enjoy our work and be proud of what we help with. To do this, we must be sure that the necessary conditions are created for the changes that we catalyze.

Therefore we thoroughly examine each potential project before we decide to start working on it. Why did we reject some projects?



We really liked the project brief. Its goal was to shift the corporate culture so that newcomers – primarily Generation Y and partly Z – feel better in the company and stay longer.

Before making the offer, we decided to carry out a quick scan. It was clear that this would be a shift in culture which would require not only the formal support of top management but also his active participation in the change. Unfortunately during deeper communication we found out that most of the top management members is neither willing to work on themselves nor devote their time that would be necessary to making the shift.


The original task was to design a system for better sales control and improved business results delivered by the sales team.

During the first – mapping – phase of cooperation we found out that the bottle neck is not so much in the processes or abilities of the team, but in their motivation. Moreover the motivation was not hindered directly by the motivation system of the sales team, but rather by the setting of the whole company.
We went to the roots to the setting and bad mood in the whole company and we came to that of the management and owners. 

The owners understood what needed to be done and had enough self-reflection to admit that it was necessary to either change their way of running the business or leave managing the business to someone else. They decided to go for the second option.

After finding and convincing a new executive director within the company, we found out that it´s impossible for the owners to „abandon“ their "child" and leave enough room for the new executive team, incl. not respecting the rules that they themselves have agreed to. At this point, we have told the owners that any further investment in our cooperation is useless.