Global markets, fragmented customer groups, internal/external rules, the rising flood of information or the various, private complexity drivers require to change yourself continuously. Change management is an indispensable, central leverage point for the reduction of complexity.
Although change initiatives can be tackled with trial and error, sufficient capacities and tolerance of errors, the huge number of failed change processes does not suggest this clumsy pragmatism.
Better change yourself with the help of memecon procedures:
The problem related to change start already with the grading and comparison of changes. Memecon uses change dynamics as unit for change. Four degrees of change can be illustrated: realization, balance, improvement and change.
The save way to sustained change uses expectation-oriented preparation and communication of change measures before the expensive implementation - TripleS.
The process for the preparation of changes consists of three steps:
Designing TripeS fields
Communication of the change measures.
With the documentation of the stakeholder expectations, redundancies will be determined as well as inconsistencies and contradictions eliminated. Designing the change fields with TripleS defines the main changes in the areas of strategy, structure (i.e. business model) and self-image. The results will be documented target-group oriented and a communication plan, consisting of several measures, will be developed and conveyed.
The following transformation takes place within weeks or months, depending on the organization size and the involved change fields. Every individual is affected.
Change is not equal to change – what is changing? who? how fast? what change degree?
The change condition of an organization will be determined by considering the change driver. For this purpose the change fields, strategy, business model and self-image, will be assessed concerning change dynamics. Additionally change capability and change readiness will be evaluated. Together these aspects result in a grading of the change condition, as well as resulting measures (e.g. qualifications, TripleS).
TripleS develops goals and tasks in the area of the soft factors strategy, structure and self-image, which are used in business enterprises, nonprofit organizations and public administration. Within a two-day workshop, the participants develop the three perspectives and define change measures. An important result is the exchange of views and opinions concerning the soft factors like e.g. critical success factors, change drivers or stakeholder expectations.
First100 supports individuals, who are in change. They take over new tasks, functions and responsibilities. Within the first hundred days, a regular coaching takes place that includes the development of expectations, a business model, communication plan and communication measures. Within regular discussions (approx. 2 h per week during 15 weeks) the new environment is examined, impressions are clarified and a personal strategy is developed for the first two years.
SelfReflex is the structured, holistic description of an organization (internally or externally) or a person. Within a one-day workshop, important aspects of the organization are determined based on logical levels (context, actions, abilities, convictions, role and affiliation). The results are the basis for various, further activities (e.g. reorganization, business process optimization).
The self-understanding check examines in business enterprises, nonprofit organizations and public administration the current status of the self-understanding. In a up to two-day workshop the descriptions of self-image and business model determined and evaluated.
Iterative business adjustment
Iterative business adjustment is the integrated, multilevel development of a defined self-understanding in business enterprises, nonprofit organizations and public administration. With a need-oriented workshop layout the self-image and the business model are developed and target-oriented prepared.
Coaching is a standardized procedure for individuals in business enterprises, nonprofit organizations and public administration. In an individually configured process the own standpoint woll be determined, process goals derived and in several one-to-one meetings discussed. Follow-up measures will be defined based on the results.
Change management is a critical activity and must always be adapted to the current circumstances. Therefor in each case, a preliminary discussion is necessary that clarifies the respective situation. Based on this an individual service will be put together out of different measures.