
Interview with Arnd Fittkau - Chief Rental Officer Vonovia SE
As part of the post-merger integration between Deutsche Wohnen and Vonovia, undconsorten supported the change management in Vonovia's core business - the rental organisation.
In autumn 2024, we looked back on the integration together with Arnd Fittkau (Chief Rental Officer, Vonovia SE):
"I think that forming this tandem at eye level was exactly the right decision and a key success factor."
Arnd Fittkau
CRO

Mr Fittkau, looking back, was the integration of Deutsche Wohnen a success?
The integration was organised very professionally from the outset and was supported by an experienced team with a wealth of experience. This played a key role in ensuring that the process ran smoothly and without any major restrictions for our tenants. It not only worked very well operationally, but also in the interests of all parties involved and customers.
What were the biggest challenges in the process?
Vonovia and Deutsche Wohnen are two strong, successful groups with corresponding corporate cultures, processes and roles.
In their respective significant histories, values, norms and beliefs had developed in both companies that shaped the thinking and behaviour within the company.
Of course, this is associated with certain emotional pain for the company, which then has to move to a so-called new platform, even though it was previously convinced of its own processes and systems. It is then crucial not to refuse to listen to good arguments and to take people with you through discussion and mutual listening.
It was an important and very intensive task to work out the differences, but especially the similarities, and to make it clear what the employees would be facing.
How did you deal with the challenges?
Of course, the "technical" integration (i.e. setting up interfaces, adapting processes, etc.) forms the basis for everything. We set up the topic of "change management", i.e. taking employees with us into the "new world", as a separate workstream in which undconsorten supported us. Together, we set up a structured change architecture (see below) in order to bring "new" and "old" employees along accordingly.
As Vonovia, for example, we realised that certain topics could be handled differently with leaner processes, and Deutsche Wohnen in particular helped us a lot with a new perspective, quite clearly. Deutsche Wohnen's good content is also gradually gaining acceptance. However, this was only possible because we were able to establish a certain normality in our work in the first few weeks and months through a structured process, without dropping these topics. We were able to collect such ideas for improvement via a potential workshop and backlog and then put them back on the agenda at the right time after the go-live.
How important was the change management office that we Consorten set up for you and the success of the integration?
That was certainly a key success factor. Of course, for people from the day-to-day business, change is always a quantitative additional burden or an investment that you first have to fundamentally understand. The tandems and project teams in particular have always disciplined us to take this topic extremely seriously. When we would have liked to have ticked off topics in our day-to-day business, we were very quickly given a yellow card by our consultants with the comment: we need to go deeper into this, there is still something lying around that seems to be important for the change. So it has to be said that without professional support, including the effective feedback tools Changebarometer and Puls Check, the integration would certainly not have been so successful.
Which measure has remained in your memory and would you describe as an important success?
In my opinion, a well-founded analysis and problem description are essential. At the beginning of the project, undconsorten conducted interviews with various employees and managers from Deutsche Wohnen and Vonovia to identify the relevant points (e.g. with regard to corporate culture). The subsequent, unsparing summary helped me to set the right priorities.
I also particularly remember the "trainer tandems". In order to train the new roles and processes, we set up tandems of operational Vonovia and Deutsche Wohnen managers who then trained together. During the intensive preparation time for the trainers, close bonds were formed and the better understanding of each other has also had an impact beyond the training sessions. I am still very proud of our trainers, who have fulfilled a very important task here "on the side", so to speak.
In our estimation, we have generally found a good mix of "strategic" measures at management level, but also "tangible" measures (e.g. role videos, podcasts) that have reached a large number of employees.
"Thanks to the media support, I think we were able to break down barriers a little and bring a bit of normality to lively, sometimes funny and human images. That was certainly extremely helpful."
Arnd Fittkau
CRO
How did you manage to make the new location in Berlin-Lichtenberg acceptable?
The location in Berlin-Lichtenberg is now a central component of our customer service network - in addition to the other customer service locations in Essen and Dresden. It was the right decision to choose Berlin back then. In order to promote acceptance right from the start, we involved the employees in the process at an early stage: They were able to actively help shape their new, modern and contemporary office. In this way, we provided constructive support during typical location discussions and made the move a positive one.
What was the significance of the "Yammer channel" (former name of Microsoft Viva Engage) and social media support in general?
I had to smile about the name "Yammer channel" at first - the analogy to complaining was simply there. But in retrospect, the format itself was exactly right.
We were still in a pandemic at the time, we couldn't book any large rooms. But we had to get into people's heads somehow: please tell us what's important to you and what's annoying!
This was a great format to make topics visible that we would otherwise not have seen so quickly. The "Yammer Wikipedia", where you could sort the topics wonderfully in terms of content and then work on them in a serious and meaningful way via the tandems and the project organisation. In this way, we were able to learn bit by bit and also work on deeper reservations.
Were the accompanying videos that we produced ourselves helpful?
I can remember this one video: At Vonovia, the caretaker was called "property manager" at Deutsche Wohnen he was called "caretaker". And then the two of them meet and seem nice to each other in the video! "You may have a different jersey colour now, but we actually do very similar things. You're such a good guy, let's give it a go together." Of course, that has a completely different effect than a letter from the board or division manager with instructions on what to do now.
Is there anything you would do differently when you look back on the integration process? Or how do you recognise that you have achieved your goals?
I am increasingly realising that I no longer notice that people talk about "you" and "we". So after a year and a half or two years, I think a certain sensible normality has set in. And last but not least, I must emphasise once again: we have great Deutsche Wohnen managers!
The fact that Lars Urbansky, as CEO of Deutsche Wohnen, is now managing and developing two large divisions, namely both the former Vonovia East division and the Deutsche Wohnen division, is confirmation enough. We have also shown in eastern Germany that we have done the right thing by merging them.
What would you like to pass on to other companies or teams that find themselves in a similar situation or facing a similar challenge?
The phrase "the best change measure is the one that is not recognised as such" is certainly very true. I would strongly advise you to see the whole topic of "change" as being very closely linked to the business. "Change" must take place in the everyday lives of employees and must not be seen as a foreign body. It is also important to remember that, particularly in the case of integration, the work is not done when the company goes live - on the contrary, that is when it really begins.
Mr Fittkau, thank you very much for talking to us!
"In many cases, we have succeeded in bringing those responsible together on an empathetic human and professional level and ensuring that they work towards the common goal with immediate effect."
Arnd Fittkau
CRO