Change management
Problem
Global
markets, fragmented customer groups, internal/external rules, the increasing
flood of information, and various private complexity drivers in a VUCA world
require active change management. Companies typically address this issue only
after serious problems have arisen.
Challenge
Change
creates resistance among exec(utives/utors) because it disrupts their familiar
routines. Changes that are largely self-initiated require methods that can be
used as soon as change becomes foreseeable. Activities to address difficulties
early on must be included in the project plan from the beginning. Change
management must become an integral part of the skills and mindset of those
implementing and executing change.
Solution
Change
management is no longer used afterwards as crime scene cleanup, but as early as
possible - if necessary, even before the actual measure (e.g., preparatory
stakeholder management). It includes, for example:
Identifying change and the degree of change
- Structuring three central fields of action (self-image, structure, and strategy)
- Deriving the change condition
- Coaching and training
Working on
key topics such as
- First100 – i.e., structured entry into or change of management
- Iterative business alignment
Global markets, fragmented customer groups, internal/external rules, the rising flood of information, and the various private complexity drivers require you to change yourself continuously. Change management is an indispensable and central leverage point for reducing complexity.
Although change initiatives can be tackled through trial and error, with sufficient capacities and tolerance for mistakes, the vast number of failed change processes does not suggest this clumsy pragmatism.
Better change yourself with the help of memecon® products:
The problem related to change starts with the grading and comparison of changes. Memecon® uses change dynamics as a unit for change. Four degrees of change can be illustrated: realization, balance, improvement, and change.
The most
effective way to achieve sustained change involves expectation-oriented
preparation and communication of change measures before the implementation -
TripleS.
The process
for the preparation of changes consists of three steps:
- Determining expectations
- 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 for the target group, and a communication plan, comprising several measures, will be developed and communicated.
The following transformation typically occurs within weeks or months, depending on the organization's size and the scope of the involved change fields. Every individual is affected.
Change is not equal to change – What is changing? Who? How fast? What degree of change?
memecon® offers three standard services:
Change condition
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).
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).
Short description:
- Determination of the change situation.
- One-day workshop
- Aspects include drivers, areas of change, ability, and willingness to change.
- Derivation of measures to improve the change situation.
TripleS
TripleS develops goals and tasks in the area of soft factors strategy, structure, and self-image that 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. A significant result is the exchange of views and opinions concerning the soft factors, such as Critical Success Factors, change drivers, or stakeholder expectations.
TripleS develops goals and tasks in the area of soft factors strategy, structure, and self-image that 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. A significant result is the exchange of views and opinions concerning the soft factors, such as Critical Success Factors, change drivers, or stakeholder expectations.
Short description:
- Investigation and planning of the new area of responsibility.
- 15 weekly two-hour meetings.
- Aspects include expectations, business model, and communication plan.
- Preparation and communication measures for the next two years.
First100
First100 supports individuals who are in change. They take on new tasks, functions, and responsibilities. Within the first hundred days, regular coaching takes place that includes the development of expectations, a business model, a communication plan, and communication measures. Within regular discussions (approximately 2 hours per week over 15 weeks), the new environment is examined, impressions are clarified, and a personal strategy is developed for the first two years.
First100 supports individuals who are in change. They take on new tasks, functions, and responsibilities. Within the first hundred days, regular coaching takes place that includes the development of expectations, a business model, a communication plan, and communication measures. Within regular discussions (approximately 2 hours per week over 15 weeks), the new environment is examined, impressions are clarified, and a personal strategy is developed for the first two years.
Short description:
- Development of change measures.
- Two-day workshop
- Aspects covered include strategy, structure, and self-image.
- Common alignment and attitude toward change.
SelfReflex
SelfReflex is the structured, holistic description of an organization (internally or externally). Within a one-day workshop, essential aspects of the organization are determined based on logical levels (context, actions, abilities, convictions, role, and affiliation). The results serve as the basis for various further activities (e.g., reorganization, business process optimization).
SelfReflex is the structured, holistic description of an organization (internally or externally). Within a one-day workshop, essential aspects of the organization are determined based on logical levels (context, actions, abilities, convictions, role, and affiliation). The results serve as the basis for various further activities (e.g., reorganization, business process optimization).
Short description:
- Holistic description of an organization (internal or external).
- One-day workshop
- Aspects include context, actions, capabilities, beliefs, role, and belonging.
- Basis for further activities.
Self-understanding check
The self-understanding check examines the current status of self-understanding in business enterprises, nonprofit organizations, and public administration. In a one- to two-day workshop, the descriptions of self-image and business model are determined and evaluated.
The self-understanding check examines the current status of self-understanding in business enterprises, nonprofit organizations, and public administration. In a one- to two-day workshop, the descriptions of self-image and business model are determined and evaluated.
Short description:
- Availability and quality of self-image and business model.
- Two-day workshop
- Aspects include context, actions, capabilities, beliefs, role, performance concept, revenue model, value creation, relationships, resources, communication, and coordination.
- Identify optimization potential for business activities.
Iterative business adjustment
Iterative business adjustment refers to the integrated, multilevel development of a defined self-understanding within 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.
Iterative business adjustment refers to the integrated, multilevel development of a defined self-understanding within 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.
Short description:
- Multi-stage development of a defined self-image
- Individual workshop layout
- Aspects include self-image, target groups, business model, and communication plan.
- Derivation of change measures.
Coaching
Coaching is a standardized procedure for individuals in business enterprises, nonprofit organizations, and public administration. In an individually configured process, one's standpoint will be determined, process goals derived, and discussed in several one-to-one meetings. Follow-up measures will be defined based on the results.
Short description:
- Supporting the development of possible alternative ways of thinking and behaving
- Individual session design
- Aspects include perspectives, topics/goals, reflections, and insights
- Foundation for personal change measures.
Change management is a critical activity and must always be adapted to the current circumstances. Therefore, in each case, a preliminary discussion is necessary to clarify the respective situation. Based on this, an individual service will be put together from various measures.