Successful change management has various success factors. In this article, we have compiled 8 factors in the form of a short checklist and link to other articles in our blog for more detailed information.
One question that many managing directors of medium-sized companies ask me is: "How do we manage to pick up speed in our change processes without jeopardising day-to-day business?"
My answer to this is: small steps, co-creation, recognising progress.
How employees become shapers of change: Impulses for successful transformations
The SME sector is the engine of our German economy. This makes it all the more important that the generational change at the top of medium-sized companies is successful. We support medium-sized companies in shaping this change in personnel and the associated cultural change and leading it to success.
In this article, you will learn how the planned generational change can succeed.
Generational change in medium-sized companies - success factors
Resistance is a normal part of change. Recognising this is the first step in transforming the supposedly destructive power of resistance into a productive force for change. How do you proceed afterwards? This article provides you with recommendations for action. I also outline how you can succeed in permanently increasing your company's willingness to change.
Managing director knowledge: Understanding resistance in transformations and using it productively
Communication is key in change processes. Many managers underestimate this, communicate too little or not convincingly enough and contribute to the fact that the desired change objective is not achieved or only achieved with considerable additional effort or that employees fall by the wayside during the transformation process.
This article explains the central factors of successful change communication.
Managing director knowledge: Communication in change processes
Recent years have shown that companies - regardless of size - are much more challenged to change in shorter cycles and sometimes more profoundly.
In order to remain competitive in a volatile environment, many companies are questioning their culture and initiating cultural changes. Success depends on various factors, including to a large extent on the executive managers. They have a key role in this change process. Read this article to find out what tasks are associated with this role.
Cultural transformation: role and tasks of executive management
Various factors have triggered the change in corporate culture at the BLANC & FISCHER Group. But what is involved in changing the management culture? Who defines the new culture and how can employees and managers be won over to it? Bernd Kratochwille, Head of Corporate Human Resources at BLANC & FISCHER Corporate Services GmbH & Co. KG in Oberderdingen, Swabia.
And at the end, he summarises his explanations in a checklist for cultural change.
Leadership culture in transition: Best practice transformation in SMEs
Many companies, including medium-sized ones, are questioning their tried and tested structures and organisational forms. The desire for more agility, the workers' demand for greater scope for creativity and more self-determination, skills shortages and increasingly complex business challenges bring the multi-level hierarchy to its limits. Team-centred and role-based working is pushing to the fore. But how does this structural change succeed?
From hierarchical structures to role-based working
"Change should become the most natural thing in the world in our company." Many managers are often not aware of what this means. Because the willingness and ability to change only becomes a natural part of a corporate culture when there is trust at all levels.
In this article, we share our experiences and give managers very specific tips on which levels of trust are most important if this cultural change is to succeed.
Managing director knowledge: Change needs trust
In the context of transformation processes, many fundamental decisions have to be made. How quickly organisations manage to make these decisions in line with the desired goals also determines the success of the transformations. However, managers are often caught in the dilemma of wanting to involve as many members of their organisation as possible in the decision-making processes on the one hand, but having to deliver results quickly on the other. In this article, we give recommendations for action that help to resolve the dilemma and find a productive decision-making culture.
Decision-making culture - catalyst or brake in transformation processes
More and more companies are working agilely or are at least converting individual company areas to agile working. Such "pilot areas" are, for example, IT or the innovation area.
Regardless of whether an entire company changes its culture or only sub-areas undergo this change, this process rarely succeeds smoothly. In this article we outline the different phases involved in an agile transformation and present what we consider to be the critical success factors.
Leading Agile Transformation Successfully
We are in a transformation. In a transformation from an industrial to a digital society. This transformation is accompanied by drastic changes. Therefore, in this article we address three questions: What is a transformation? What distinguishes it from change? Why is it important to lead a transformation and not just manage it? We also provide recommendations for action to lead transformation processes to success.
Leading transformation processes successfully
Change is part of everyday life in today's world. But that does not mean that they succeed. Studies show that three quarters of all change processes initiated in companies fail. Reasons for this include a lack of transparency and emotional, even fear-driven discussions. Critical thinking is both an attitude and an instrument. In the first step, it helps to comprehensively analyse facts in order to communicate them convincingly in the second step.
Critical thinking: For more success in change processes
Many companies that agile working The companies that are introducing agile work expect shorter development times, more innovative products or a shorter time-to-market. They are convinced that agile working will enable them to react faster to changes and maintain or restore their competitiveness. So much for the theory. Here, too, practice shows every day anew that there is more to it than painting a new organisational chart and renaming employees Agile Coaches, Scrum Masters and Product Owners.
Agility - Classic stumbling blocks and how to avoid them.
The importance of team culture is often underestimated. In this way, the opportunity to sustain change processes with a trusting team culture is also missed. When we accompany teams and organisations in their development processes, we pay attention to the subtle subtleties in everyday interaction - verbal and non-verbal. Together with the teams, we reflect on unconscious assumptions, stereotypes and patterns of perception and work out the benefits of the different abilities for teamwork and the company as a whole.