Make change tangible
Stagnation is regression.
Organizational performance is in flux. To stay at the forefront in the future, successful companies must adapt and remain flexible. Digital transformation, the use of artificial intelligence, the introduction of agile working methods or the acceptance of the possibilities of "Future of Work" confront companies with new challenges that must be solved above all at the organizational level. From a strategic perspective, defining necessary changes and making them effective, while simultaneously giving the organization stability in motion, is a core discipline within a company in terms of organizational effectiveness.
Change management itself is changing.
Agile methods and viral change approaches broaden the range of proven methods. This raises new questions: How can you quickly establish a new working experience for frontline employees while at the same time leading change through line management? How do you successfully combine sound project planning with agile elements? How do you ensure stability and change at the same time? We believe in the smart combination of proven and new approaches. Can you handle the stretch?
Effective change is challenging. In our experience, the crucial building blocks for successful change include a well-thought out plan („Change Architecture“), business-oriented implementation („Embedded Change“),and the right degree of steering and monitoring the change process („Change Monitoring“).
- Change Architecture.
What are the building blocks of successful change?
Major changes are always a collective endeavor. However, strength alone is not enough. You also have to put the strengths of the organization into play in an intelligent and targeted manner. Without a well thought out change architecture, change processes never go beyond bare skeletal structure, or else have been built on sand.
In change architecture, communicating the reasoning behind and goals for changes is linked with concrete, tangible implementation steps in such a way that all levels of the organization are integrated. Therefore, both the classic leadership cascade as well as local open spaces for agile “speed boats” and pilots are used. The trick here is to quickly build a critical mass of supporters for the change as well as create a sense of irreversibility, thus strengthening the transformation through empowerment and incentives.
- Embedded Change.
How do I change the behavior of 100,000 employees?
Change projects can only influence day-to-day business when they are also integrated into it—in other words, they don’t function as a sort of parallel universe. After all, in the end, changing day-to-day business is exactly what it’s about. When we talk of embedded change, what we mean is changes which have been systematically integrated into relevant business issues.
We use a wide spectrum of different formats depending on the topic and requirement in question. These include classic piloting of new processes, creating open space for agile, cross-functional problem solving or a major parallel implementation of minor changes for a large number of employees. However, the starting point and goal of day-to-day business always applies to the managers and employees involved. This is done by testing new approaches and creating positive experiences with new behavior. For this, it is crucial to embed these formats into an overarching architecture of change, as well as managers who pull together.
- Change Monitoring.
What is the right balance between control and trust?
Creating open spaces, giving the benefit of the doubt, accepting mistakes as a learning opportunity—these are all important aspects when expecting to create enthusiasm for change. At the same time, continually monitoring change helps you understand whether the organization’s energy and enthusiasm effectively supports a common goal and where you see the initial success. Transparency concerning the current success of change measures is a basic prerequisite for their acceptance and anchoring within the organization.
We provide our clients with tailor-made support for program control, for example, with content or procedural sparring on partial projects or implementing a regular impact assessment. For this, we use tested PMO diagnostics, which include pulse checks, controlling operative KPIs or input controlling of partial projects. Results are communicated regularly with clients, board and interface partners, and further steps are discussed and arranged based on this information. In addition, we also continually develop the change architecture according to these findings.