Change Management Consulting

Initiating change effectively:

Change course, stay focused and arrive safely

This applies on the high seas and for the organization of change processes.

But who can professionally accompany the change project? And what to do, when and how?

Whether it’s a large or small change project, restructuring or reorganization, a new software, new ways of collaboration or working methods such as Agility or New Work: Unfortunately, change is rarely welcomed with joy.

Because change generally means saying goodbye to familiar structures and processes, leaving safe terrain, the beginning of a journey into uncharted waters. There are obstacles to be overcome before the “subject of change” is fully accepted and integrated into everyday work.

What is important for the successful implementation of change projects?

• A clear, coordinated strategy and methodical approach for implementation
  (change architecture, design of measures, …)
• A clear and target group-oriented communication concept for uniform orientation
  (change story, communication plan, …)
• An individual support, strengthening and empowering all those affected in order to convey security and maintain self-efficacy (management and team development, goal and vision work, individual coaching, …)

As external change agents, we actively support you and your team(s):

We synchronize strategic and structural aspects. We enable those affected to maintain their ability to act and to actively shape the change. The idea is to take as many people as possible on the respective journey.

Would you like to better understand when which measures make sense, who should be involved and how the change process is supported in a targeted manner?

For this we use the change curve according to Richard K. Streich for analysis and project control.

You can find more information on the individual phases according to Richard K. Schleich here.

Based on the respective situation and the time of the assignment, the following procedures are possible:

1. Preparation and support of change processes: Driving change processes

A targeted, planned preparation of a change process is the most important basis for the later success of a measure. Every step that is not anticipated in the planning phase later costs valuable time and means a loss of trust and credibility of the drivers involved. That’s why we’re happy to support you along the way: From Start to Finish.

1. Diagnosis: Survey and definition of change requirements, goals, time horizon, key people in charge
2. Workshop with key people in charge, determination of the operative change team
3. Kick-off with the change team: Common understanding of the situation and goal
4. Development of a change architecture and a communication strategy
5. Coordination with the management team
6. Synchronization with the change team

2. Communicate and master change in the team: Mastering change workshop

Changes are commonplace in companies. Regardless of whether new software is being introduced, new work processes are being considered, or a reorganization requires a new way of working together at all levels. There is one crucial thing in common: People often find it very difficult. We support you, management, executives and teams through individual training, workshops or temporary, intensive support. We focus on THAT, which can be actively and self-effectively changed. Together we set the course for a new, productive way of working together with space for personal and team-oriented reflection, positioning and reorientation.

3. Reorganization of change processes in the current project

Sometimes unforeseen developments and events lead to problems in change processes. And one thing is clear: One can anticipate and play through many scenarios – but there will always be something that was not on the screen. Here, quick action and, above all, sure-footedness are of the utmost importance. Because every stumbling block, every delay, every lack of clarity in structure, organization or communication may cost those responsible their credibility. The change process comes to a standstill and is becoming increasingly difficult to push forward, since the acceptance and trust of those who should actually be enthusiastic about the project and taken with them dwindle. Countermeasures are urgently needed here, which we will work out with you:

Steps of reorganization, correction and re-activation:

1. Diagnosis: Analysis of the current situation with management and key people
2. Development of an action plan: For correction, coordination and activation of those involved
3. Accompanying the change team: Implementation of feedback loops, knowledge transfer, learning loops
4. Targeted support from external change agents: Planning, implementation and moderation of workshops, training courses, innovation labs, etc.

Your contact:

Fabrice Ruth Dissieux
T +49 6173 78202-20
E-Mail

Change model based on Richard K. Streich: 7 phases of change

Prepare course changes well, stay focused and arrive safely

We like to anticipate it: There are various models of change that can be used to better understand cause and effect mechanisms in change situations.

Models serve very well as a basis for adapted frameworks for action:

In our change projects, we prefer to use Richard K. Streich’s model to develop change architectures and tailor-made measures.

It illustrates very well, how change affects those involved and thus reveals the leverage points that require special attention. This model starts with an incident or decision, clarifies the shock at the announcement of the change, shows further development and learning steps and ends with the adoption of new thought patterns and behavior at the end of the process.