{"id":34315,"date":"2024-09-26T10:09:09","date_gmt":"2024-09-26T08:09:09","guid":{"rendered":"https:\/\/managementberatung-coaching.de\/?p=34315"},"modified":"2026-05-31T20:00:26","modified_gmt":"2026-05-31T18:00:26","slug":"strategy-communication-3","status":"publish","type":"post","link":"https:\/\/managementberatung-coaching.de\/en\/transformation-cocreation\/","title":{"rendered":"How employees become shapers of change: Impulses for successful transformations"},"content":{"rendered":"<div class=\"gb-container gb-container-fd340ee6\" id=\"summary\">\n<div class=\"gb-container gb-container-b90f8493 cp-container-accordion180 gb-accordion\">\n<div class=\"gb-container gb-container-d5dbb893 gb-accordion__item\" data-transition=\"slide\">\n<div class=\"gb-container gb-container-5d9c68ee gb-accordion__toggle\" id=\"gb-accordion-toggle-5d9c68ee\" role=\"button\" tabindex=\"0\">\n\n<p class=\"gb-headline gb-headline-5021f753\"><span class=\"gb-icon\"><svg aria-hidden=\"true\" role=\"img\" height=\"1em\" width=\"1em\" viewbox=\"0 0 448 512\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\"><path fill=\"currentColor\" d=\"M207.029 381.476L12.686 187.132c-9.373-9.373-9.373-24.569 0-33.941l22.667-22.667c9.357-9.357 24.522-9.375 33.901-.04L224 284.505l154.745-154.021c9.379-9.335 24.544-9.317 33.901.04l22.667 22.667c9.373 9.373 9.373 24.569 0 33.941L240.971 381.476c-9.373 9.372-24.569 9.372-33.942 0z\"><\/path><\/svg><\/span><span class=\"gb-headline-text\">Management Summary<\/span><\/p>\n\n<\/div>\n\n<div id=\"gb-accordion-content-f7249701\" class=\"gb-accordion__content\"><div class=\"gb-container gb-container-f7249701\">\n\n<p class=\"wp-block-paragraph\">Our times demand so many drastic changes from organisations and us humans in a relatively short space of time that this is no longer possible in parallel with our everyday lives. This raises the legitimate question for companies: \"How do we manage to pick up speed in our change processes without jeopardising day-to-day business and overburdening the organisation?\"<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">The answer is:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Small steps instead of big projects<\/li>\n\n\n\n<li>Co-creation instead of top-down<\/li>\n\n\n\n<li>Recognising progress, not just the final success<\/li>\n<\/ul>\n\n<\/div><\/div>\n<\/div>\n<\/div>\n<\/div>\n\n\n<h2 id=\"wie-lasst-sich-veranderungsgeschwindigkeit-erhohen\" class=\"gb-headline gb-headline-9124c13b gb-headline-text\">How can the speed of change be increased?<\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">Our times demand so many drastic changes from organisations and us humans in a relatively short space of time that this is no longer possible in parallel with our everyday lives. This raises the legitimate question for companies: \"How do we manage to pick up speed in our change processes without jeopardising day-to-day business and overburdening the organisation?\"<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Before I answer the question, let me describe two case studies:<\/p>\n\n\n<div class=\"gb-container gb-container-83a54841\">\n\n<h3 id=\"fallbeispiel-1-topdown\" class=\"gb-headline gb-headline-5d4edff4 gb-headline-text\">Case study 1: Top-down<\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">Employees are designated to run a marathon. Only a few are up for it. Once they are on the course, the finish is constantly delayed and there are hardly any refreshment stands. There is also a crosswind and it keeps raining. There is also no fan club along the road.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">More and more employees slow down or stop, others turn back.<\/p>\n\n<\/div>\n\n<div class=\"gb-container gb-container-f78796e3\">\n\n<h3 id=\"fallbeispiel-2-cocreation\" class=\"gb-headline gb-headline-5a93b4fb gb-headline-text\">Case study 2: Co-creation<\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">Employees know that they have to cover a total distance of unknown length as a team. However, each of them only needs to cover a self-selected distance in the manner of their choice. The baton is then passed to the next team member.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Employees can travel as many distances as they like. They can choose how they get around: Some employees run, some walk, others cycle, still others come by scooter, etc. Each baton exchange is accompanied by a big round of applause. Crosswinds and rain are quickly forgotten.<\/p>\n\n<\/div>\n\n\n<h3 id=\"was-konnen-geschaftsfuhrer-aus-diesen-beiden-beispielen-fur-das-fuhren-von-veranderungsprozessen-lernen\" class=\"gb-headline gb-headline-8132de84 gb-headline-text\">What can managers learn from these two examples for managing change processes?<\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">Three success factors for leading change processes can be derived from both examples:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Small steps instead of big projects<\/li>\n\n\n\n<li>Co-creation instead of top-down<\/li>\n\n\n\n<li>Recognising progress, not just the final success<\/li>\n<\/ul>\n\n\n\n<h2 id=\"erfolgsfaktor-1-kleine-schritte-statt-groser-projekte\" class=\"gb-headline gb-headline-a233ad36 gb-headline-text\">Success factor 1: Small steps instead of big projects<\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">Going through change processes is part of a continuous entrepreneurial development process. There is no end. It is therefore important to divide entrepreneurial development into manageable stages.<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>What specific steps will you be taking over the next two weeks in relation to a particular issue?<\/li>\n\n\n\n<li>Who is taking these steps?<\/li>\n\n\n\n<li>What does the individual or team need to make progress on the issue?<\/li>\n<\/ul>\n\n\n\n<h2 id=\"erfolgsfaktor-2-mit-cocreation-veranderungsbereitschaft-erhohen\" class=\"gb-headline gb-headline-2abc4a30 gb-headline-text\">Success factor 2: <strong>Increase willingness to change with \"co-creation\"<\/strong><\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">Traditionally, many companies follow a \"top-down\" approach to change. Management sets the direction, middle management and employees implement it.&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">However, this approach is not successful in long-term change and development processes. As our 1st case study shows, change is perceived as something that is imposed \"from above\", and resistance and passivity are often the result.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">In order for employees to become change agents in your organisation, their role in the corporate development process must change fundamentally. <strong>Successful change is a<\/strong>&nbsp;<strong>Co-creation process<\/strong>. Initial questions could be: <\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Which everyday problem would you like to solve?<\/li>\n\n\n\n<li>What developments would you like to drive forward?<\/li>\n\n\n\n<li>What new idea would you like to realise?<\/li>\n<\/ul>\n\n\n\n<h3 id=\"welche-rolle-nehmen-geschaftsfuhrer-und-fuhrungskrafte-in-einem-cocreationprozess-ein\" class=\"gb-headline gb-headline-424d7b42 gb-headline-text\">What role do managing directors and managers play in a co-creation process?<\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">In such an approach, managing directors and managers are facilitators of change. What does that mean in concrete terms?<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li><strong>Scrutinise the plans for change:<\/strong>\n<ul class=\"wp-block-list\">\n<li>What problem does this solve for us \/ our customers?<\/li>\n\n\n\n<li>What opportunities does this open up?<\/li>\n\n\n\n<li>How can we use the idea to create freedom in our day-to-day business?<\/li>\n\n\n\n<li>What does the solution have to look like for the necessary investment to amortise within a year?<\/li>\n<\/ul>\n<\/li>\n\n\n\n<li><strong>Bring about joint decisions:<\/strong>&nbsp;The decision-making process should be organised in such a way that employees and managers are equally involved.<\/li>\n\n\n\n<li><strong>Ensure that the necessary resources are available.<\/strong><\/li>\n\n\n\n<li><strong>Accompany the implementation with solution-focussed questions:<\/strong>\n<ul class=\"wp-block-list\">\n<li>How do we manage to ...?&nbsp;<\/li>\n\n\n\n<li>What do we learn from ... ?<\/li>\n\n\n\n<li>How do we manage to integrate this experience into the realisation of our solution?<\/li>\n\n\n\n<li>What does it take ...?<\/li>\n<\/ul>\n<\/li>\n<\/ul>\n\n\n\n<p class=\"wp-block-paragraph\">It is also up to managers to rule out conflicts of objectives and ensure that there is transparency throughout the organisation about existing change projects.<\/p>\n\n\n\n<h3 id=\"die-bedeutung-des-individuellen-warum-im-cocreationansatz\" class=\"gb-headline gb-headline-30c61280 gb-headline-text\">The importance of the individual \"why\" in the co-creation approach<\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">Each of us has our own motives, goals and values that drive us. Only if we have the opportunity to mould the \"why\" into our own ideas and implement them will we drive developments from within ourselves. Change then happens automatically.<\/p>\n\n\n\n<h4 id=\"wie-konnen-sie-als-geschaftsfuhrer-oder-fuhrungskraft-das-individuelle-warum-sichtbar-machen\" class=\"gb-headline gb-headline-7b73ecc2 gb-headline-text\"><strong>How can you as a managing director or manager make the individual why visible?<\/strong><\/h4>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Encourage your employees to find and communicate their personal why.&nbsp;<\/li>\n\n\n\n<li>Promote the personal development of your employees:<strong>&nbsp;<\/strong>&nbsp;Knowing, recognising and contributing your own why requires an examination of your own needs. This in turn requires self-confidence.<\/li>\n\n\n\n<li>Link the why to the business context: \"How would you like to be involved in business development?\"<\/li>\n<\/ul>\n\n\n\n<h2 id=\"erfolgsfaktor-3-fortschritte-anerkennen\" class=\"gb-headline gb-headline-a47fc325 gb-headline-text\">Success factor 3: Recognising progress<\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">In times of business challenges and full calendars, recognition often falls by the wayside. It is important not only to recognise defined milestones or final results, but also to acknowledge (small) advances.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">This requires a much more conscious perception:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>What has changed in the last four weeks - in terms of the issue and in terms of cooperation?<\/li>\n\n\n\n<li>What has been achieved?<\/li>\n\n\n\n<li>What was experienced and learnt?<\/li>\n\n\n\n<li>How did each individual make this possible?<\/li>\n<\/ul>\n\n\n\n<p class=\"wp-block-paragraph\">The more you succeed in recognising and appreciating small steps forward, the more strength you will gain in the change process. The journey becomes the goal.<\/p>\n\n\n<div class=\"gb-container gb-container-4d6fd200\"><\/div>\n\n<div class=\"gb-container gb-container-ed6f28f7\">\n\n<a class=\"gb-button gb-button-48a53acd gb-button-text gb-button-standard\" href=\"https:\/\/sabinewalter.group\/shop\/\" target=\"_blank\" rel=\"noopener noreferrer\">Do you want to increase the speed of change in your organisation?<br>Executive coaching provides you with valuable impulses.<\/a>\n\n<\/div>\n\n\n<h2 id=\"fazit-veranderungsgeschwindigkeit-der-weg-ist-das-ziel\" class=\"gb-headline gb-headline-03de8d7e gb-headline-text\">Conclusion: Speed of change - the journey is the destination<\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">Only when employees have the feeling that change originates from within them and is in line with their personal why will they become drivers of change. Managers who implement this change in their leadership culture will not only make the current transformation process more successful, but will also make their organisation more resilient and agile overall.<\/p>","protected":false},"excerpt":{"rendered":"<p>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?\" <\/p>\n<p>My answer to this is: small steps, co-creation, recognising progress.<\/p>","protected":false},"author":2,"featured_media":34334,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_seopress_titles_title":"Gesch\u00e4ftsf\u00fchrerwissen: Co-Creation in Transformationen","_seopress_titles_desc":"Der Schl\u00fcssel zur Ver\u00e4nderungsgeschwindigkeit von Organisationen liegt in der Ver\u00e4nderungsbereitschaft der Mitarbeiter. 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