Change projects very often fail because change is treated as a theoretical concept – rather than what it really is: a profound shift in behaviour across the entire organisation. Or, to put it more specifically: change rarely fails because of the strategy. It fails when it feels like an extra burden to managers – rather than something that is their own responsibility.
With our multi-award-winning change management approach, we design change in such a way that it truly becomes part of people’s everyday lives.
The question is: How does change become a business reality for the people who are supposed to implement it?
After all, managers are not obstacles. They are people who are often already working to the limit – and who see change as yet another project piled on top.
What sets our approach apart?
We don’t start with the change narrative. We start with the day-to-day reality of your managers’ work.
In concrete terms, this means:
Wie stellen wir sicher, dass unser Change-Programm von Anfang an in der Realität der Organisation verankert ist – und nicht als Fremdkörper wahrgenommen wird?
Wie erzeugen wir möglichst früh spürbare Wirkung – ohne die Organisation zu überlasten?
Wie behalten wir den Überblick und steuern nach – ohne lähmende Bürokratie?
Wie sorgen wir dafür, dass Veränderung nicht vom Programm abhängt, sondern dauerhaft in der Linie lebt?
“Change management influences behaviour through targeted interventions, enabling organisations to achieve their business change objectives in a sustainable manner.”
Successful change management ensures that new behaviours are not merely planned, but are actually embedded within the organisation. AI transformations, in particular, are not one-off implementation projects, but ongoing change initiatives. We support organisations in shaping AI-driven change – from governance to empowering the workforce. This requires targeted, effective interventions – at both the individual and structural levels. Change is not just about strategy – it is about taking action.
Iteration, rapid trial and error, and consistent learning are not the exception – they are the method.
Ownership does not arise through communication – but through early involvement and the rapid experience of making a difference.
Change is not a separate project. Anything that feels like a foreign element will be treated as such.
Managers are the driving force – not the obstacles. Anyone who treats them as the latter has failed to understand the problem.
Change must not feel like an extra burden – it must fit into day-to-day operations, not stand apart from them.
Change requires two levels. Change only happens when individual behaviour and structural conditions work together.
Our consultancy approach centres on one principle: change can only be achieved through active engagement. New behaviours do not arise from mere declarations of intent, but through practice and repetition.
Effective communication in change management is crucial to success. Find out how the CMO acts as the nerve centre, guiding the change process.
Every organisation is unique, and every organisational development project faces different challenges. Here are some tips.
What is a mission statement? What elements does it typically include? And how can a mission statement be successfully developed and implemented?
Far-reaching changes within organisations are often complex and affect many aspects of the organisation. To successfully implement such planned changes, it is crucial to involve the entire organisation and to clearly define what is to be achieved. The employees affected play a central role in this. It is important that they are not only informed about the upcoming changes through change management, but are also actively involved in the process of corporate restructuring. This fosters understanding and acceptance of the change and enables employees to identify with the intended objectives and to commit to achieving them.
Successful implementation requires clear objectives and open communication. Every step of the change process should be transparent so that all those involved can track progress and adapt accordingly. Open channels of communication help to address employees’ concerns and suggestions and incorporate them into the change process. This fosters employees’ commitment and motivation to actively work towards implementing the changes.
It is essential that the entire organisation – from senior management right down to individual team members – works together on the planned changes. Every single person in the company should understand how the changes will affect them and how they can contribute to achieving the shared goals. This is the only way to ensure that the changes are not only implemented but also firmly embedded in the corporate culture.
In change management, there are various models that help to successfully manage organisational change. Each model offers a unique approach to achieving the desired objectives. Here are the three best-known change management models that have proven their worth in practice:
This model focuses on the individual level and comprises five key areas:
This classic model divides the process into three phases:
Kotter developed eight steps for effectively managing change:
The Influence Model focuses on psychological and cultural factors. The approach is to create an environment and general support for change through four primary levers. The key point is that successful change is based on people’s intrinsic motivation, which can be fostered through targeted mechanisms.
Change Management ist kein Sprint, sondern ein Marathon. Eine sorgfältige Planung und eine klare Kommunikation sind unerlässlich, aber sie benötigen Zeit. Es ist wichtig, jedem Schritt des Prozesses genügend Raum zu geben, um sicherzustellen, dass die Veränderungen effektiv implementiert und von allen Beteiligten angenommen werden. Schnelle Lösungen können zu unvollständigen Ergebnissen oder gar zum Scheitern des Wandels führen.
Ein kritischer Faktor, der den Erfolg von Change Management beeinflussen kann, ist die Haltung der Führungskräfte. Führungskräfte müssen nicht nur die Vision und Strategie entwickeln und kommunizieren, sondern auch als Vorbilder für den Wandel agieren. Wenn sie jedoch Widerstand leisten oder die notwendigen Veränderungen nicht vollständig unterstützen, kann dies den gesamten Prozess des organisatorischen Wandels behindern. Effektive Kommunikation und das Setzen von konkreten Zielen sind entscheidend, um Führungskräfte für den Wandel zu gewinnen und sie zu motivieren, die erfolgreiche Umsetzung des Change Managements zu fördern.
In today’s rapidly changing world, constant change is inevitable. ‘New Work’ represents the evolution of the world of work, manifested in trends such as remote working and the four-day week. At the same time, global developments such as digitalisation and the interdependence of world trade present companies with multifaceted challenges: processes are becoming more complex, and industries more dynamic.
In this context, change management is not only relevant but crucial for companies to adapt and thrive. The concept of the VUCA world – an acronym for Volatility, Uncertainty, Complexity and Ambiguity – reflects precisely these challenges. Through effective change management, companies can not only maintain high levels of turnover but also grow and develop sustainably.
Implementing change management is a complex undertaking that requires clear planning and an effective strategy. It is a form of project management that takes into account both short-term objectives and the long-term vision. Here are some key aspects of how change management can be successfully implemented:
In this challenging task, undconsorten, an experienced and award-winning management consultancy, is here to support you. We assist you in managing change processes, provide key information and resources, and help you successfully implement your change management initiatives. Our experts work closely with your teams to ensure that all aspects of the change are taken into account and that staff are supported every step of the way.
Do you have any questions, or are you interested in exploring the possibility of working with undconsorten? Please get in touch – we’ll be happy to help.
