Successful change processes
The interaction of rational and emotional factors determines the success of change and transformation processes. Change refers more to the optimization of the existing. Transformation refers to the creation of something new / the future. In doing so, it is important to harmonize the goals of the company with the goals of the people.
Change and transformation take place in companies on an ongoing basis. For employees, this means challenges for their own mindset, learning and implementing new skills, and creating new processes and structures. In order to be effective and flexible at the same time, multidimensional change architectures are needed: 1. the factual dimension (goals and content), 2. processes, methods and tools, 3. the psycho-social dimension (targeted support of emotions and behavior) and 4. the chronological dimension (the well thought-out sequence of the various building blocks and formats).
The support with an external view, the provision of personnel but also the contribution of years of experience in the design of change processes helps to bring them forward and make them sustainable. In addition to consulting, this includes individual and group coaching, moderation of events (town hall meetings, etc.), key-notes as well as conflict mediation and conflict management.
Accompanying and shaping change processes as a leader is part of the freestyle of successful leadership. Important questions are: How should I structure the change process? What sequence of events is needed at which levels and for which target groups? How do I develop and communicate a change story („compelling story“)? How do I deal with resistance? How do I ensure that drive and bite do not wane? What disruptions are there in the change process and how do I deal with them? How do I deal with setbacks? How do I encourage? How do I accompany the emotional process?
The implementation of the corporate strategy affects one’s own area in a specific way. For this purpose, it is necessary to clearly define the alignment / positioning of one’s own division, its value contributions as well as their measurement (KPIs). In the workshop, the necessary guidelines and core content are developed and communicated in such a way that those affected can identify with them.