Change management

Challenge

  • Changes and imbalances, may it be of organisational & structural nature (CREM-structure, new workplace concepts, location shifting etc.), content-related (new alignment of the corporate strategy, new function in the group etc.) or emotional (team changes & integration, conflicts in the team, lacking stability etc.), generate usually uncertainty and thus distrust and resistance arising from it in the staff 
  • An early information in time and inclusion of all concerned parties in the scope of changes put these reservations distinctly into perspective 
  • The monitoring and intensive attendance of change processes leads to significant enhancement of acceptance by the concerned parties and have great bearing on the project success.

Project approach

  • Identification of the relevant points of friction by the forthcoming change (qualitative information procurement by interviews, questionnaires and insight considerations)
  • Drafting of a Change Road Map (definition of demands for action in the 4 phases initiation, start & acceptance, change, stabilisation) 
  • Development of a multiplier network in the company (Change Agents)
  • Drafting of a communication strategy 
  • Initial information and „Pick up“ of all concerned parties (phase of initiation)
  • Integration of the concerned parties with the aid of the "Change Agents" and adequate workshop formats (start & acceptance)
  • Identification of project sponsors on management level (start & acceptance)
  • Communication measures such as Town halls or Intranet information (start & acceptance)
  • Intensive facilitation by numerous local presence and assignation of a "carer" on site (change)
  • Adhoc-registration of mood & possible difficulties, assignation of Floorwalkers on site for support (change)
  • Pulse check (stabilisation)
  • Post-Change Evaluation by means of insight considerations and interviews (stabilisation)

Results

  • Comprehensive inclusion and information of all concerned parties grants the maximal acceptance of the measures of changes 
  • Codetermination as a key for employee satisfaction 
  • Positive completion of the change process and relief in all further measures by changed attitude of the staff