Change Management encompasses all the steps involved in changing organizations, IT systems, strategies, values and behaviors in companies.
Change cannot be stopped, but it can be successfully managed. And this is exactly what Change Management is all about: together with our customers, we adapt structures, processes, systems and much more to new, changing market conditions. But only if the adaptation is carried out with the help of a proven change process will the people affected by the change not feel excluded. Only then will managers, employees and shareholders perceive the change as a success for themselves and a benefit for the company as a whole.
Our Change Management makes use of the fact that every change process always goes through very similar Change Management phases. This has already been well documented by scientific theory and studies on change management. Combined with our extensive practical experience and the latest findings from brain research, we can plan most tasks and activities in advance. We then accompany the implementation, adapt measures on an ad hoc basis, measure success and successfully conclude the change process.
- 01 Our Change offer at a glance
- 02 The new formula for Change Management
- 03 Success factor "Security in change projects"
- 04 Success factor "Focus on the change project"
- 05 Success factor "Goals of the transformation"
- 06 Success factor "Highlighting change successes"
- 07 Change initiation: How we start change projects
- 08 Change implementation: How we lead change projects to success
- 09 Known change models
- 10 Things to know about the Change Management
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01 Our Change offer at a glance
Since our foundation, we have dedicated ourselves to the topic of Change Management and, of course, numerous change approaches have inspired us. Whether Kotter, ADCAR or PCI®, each of these models has its strengths in practice - but also its weaknesses. That is why we have developed our own methods and our CPC Change approach over the years: tried and tested, without theoretical baggage, value-adding and based on the latest findings from brain research. In short: an offer with which we lead Change Management projects from A to Z to success.
In terms of the project process, we recommend the Change Initiation phase first. The measures defined there can then be implemented together with you and your employees in the change implementation phase.
Change Initiation
With Change Initiation, we offer a package of four simple, highly effective modules to analyze and plan your change:
- Change analysis: With the help of Change Legacy, we analyze your experience with previous change initiatives. With Change Impact, we record which areas are affected by the change and how the transformation affects them.
- Development of the change story: Together with the initiating sponsors and key players of the change project, we define the target picture for the transformation. From this, we develop a change story that explains the need for change, the target state and the path to get there.
- Change Network Map: We create transparency about the network between the stakeholders affected by the change. We use the change network map to identify and define local sponsors, change agents and influencers.
- Change architecture: We create the change architecture based on the analysis results, the target image and the network map. It contains all the derived measures that will lead your project to success.
Change initiation has proven itself many times over and is indispensable for any change project. It lays the foundation for fully exploiting the potential of your change project. We then recommend our Change Implementation for the implementation of the change.
Change Implementation
With Change Implementation, we offer a package of seven highly effective modules to implement your change and lead it to success:
- Change Management Office: As the point of contact for change expertise, the Change Management Office forms the counterpart to Program Management. It is responsible for managing the transformation and ensures acceptance, commitment and sustainability
- Change communication: With target group-oriented communication campaigns, we provide the affected stakeholders with information, impart knowledge and make the transformation tangible. We also make large and small successes visible.
- Change leadership: We support the Guiding Coalition in living out the shared vision and acting as a driver of change. We also empower managers to actively shape and drive change.
- Change Agent Network: We build a network of co-creators with some of the affected employees. We empower these multipliers and implement local change measures together with them.
- User communities: We establish user communities that support each other throughout the entire transformation process. In this way, we create a platform for the effective exchange of knowledge, best practices and information.
- Training & enabling management: We develop a customized training plan for the various employees concerned. In order to generate "aha" effects, we create customized experience formats, training and enabling measures.
- Institutionalization: We ensure that the change know-how is anchored in the organization and that the change can be repeated without external help. We celebrate the successful transformation with everyone involved in a town hall meeting.
Change implementation allows you to fully exploit the potential of your change project. You achieve sustainable change in the company because your employees understand, support and help shape the company's new direction.
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02 The new formula for Change Management
Although there are often claims to the contrary, people and therefore organizations do not like to change. People then talk about the "inner bastard" that they have to overcome. And in companies, those in charge say: "We are a tanker and not a speedboat." These are clear signs of resistance, and it's not surprising. After all, resistance is part of Change Management by definition. We must not only expect it - we have to reckon with it when it comes to change.
But now comes the positive news: resistance is a good thing - we need it to move forward. After all, this is how people and companies decide whether it is worth fighting for change and taking on hardships.
Brain research also suggests that resistance helps people to preserve their patterns of success and only replace them under special conditions. After all, these patterns have meant that we are still alive as a species - so we have done everything right. That's why we don't simply throw the tried and tested overboard for something that we don't even know is successful yet.
Applied to companies, this means that our organization, our systems, strategies, values and behaviours have made us great and successful. We want to and will protect this with good intentions. That is why the all-important question of Change Management is: What do people in organizations need to overcome resistance and embrace something new? What needs to be considered when organizations want or even have to change previously proven patterns of success?
Our new formula for change shows what needs to be considered if organizations want to overcome resistance.
Anne Babilon-Teubenbacher
Partner at CPC
03 Success factor "Security in change projects"
S stands for safety - in the sense of the absence of fear. People who are under stress cannot learn. It has been scientifically proven that the stress hormone cortisol inhibits the brain's ability to learn. And it is the same with organizations: stressed organizations do not learn. If companies are only ever concerned with survival, people cannot develop new behaviors. This contradicts many a management view - for example: "If I stress my employees enough, they will change."
But the exact opposite is the case: creating security is a top management task. Because people can only change in an organization in which managers provide psychological security.
Many managers reply at this point: "That doesn't work, I can't give my employees 100% certainty. Because without pressure, team performance will plummet." But people have learned to deal with pressure all their lives. Pressure can even be a positive motivator to change. However, the limit is crossed when the pressure is so high that people become afraid. Then the brain switches to survival mode, releases cortisol and thus prevents learning.
People need security so that they can learn.
Michael Kempf
Partner at CPC
The tricky thing about fear is that it is very individual and does not follow any rules. Managers need to look at where each individual team member stands. This is the only way they can guide the entire team and ultimately the entire organization through the change.
Security is therefore a necessary organizational prerequisite for Change Management.
Experiences from practice:
In a major reorganization project at a DAX40 company, most managers are seriously worried about their jobs. As a result, they are not in a position to learn. Then they are also expected to support their own employees in the change process. Mission Impossible.
In a major change project, management repeatedly uses warlike associations and terms. "There will be casualties" and "We have to win this battle" are typical statements. They are surprised that people are not interested in the change. Only when they throw the fear language overboard and communicate security, build tension and motivate employees do they win them over.
A large DAX-listed company involves numerous employees in the change process with the help of the so-called "organizational workshop". This is where they get to know the new processes and roles. In the one-day practical workshop, the employees try out the new processes using typical business transactions and practise their own new role. The format conveys the advantages of the changes and allows the disadvantages to be addressed openly. This provides security - both for the employees and for those responsible for the concept.
04 Success factor "Focus on the change project"
Change Management cannot happen simply and succinctly on the side. However, change works very well with focus. For example, if organizations want to change the way they work together but don't focus on it, things will happen as they always have. The likelihood of anything changing in this mode is zero. So what is needed? Companies need maximum focus on change. But who gives a company focus?
First of all, it is the board members and sponsors who direct the organization's focus to a specific topic. Through their involvement in the change story and their presence at information events on the change, employees realize that the topic is important. In this context, we also talk about the "Guiding Coalition", which drives and promotes change. This also means that board members and sponsors are continuously involved, keep working on the change and demand things.
Of course, managers also play a key role in "giving focus". Because only if managers focus on change will their teams realize that the topic is important.
However, a serious problem for successful change is that the focus of the board and therefore also of the managers shifts. Organizations regularly fall into the trap of slowing down too quickly and tackling too many issues at the same time How likely is it that the change will be carried through to the end if the focus disappears? Very high. Therefore, one of the Change Management main tasks is to ensure focus and attention until the end of the project.
An important signal from the Management Board that it is focusing on the change project is the composition of the change team. Changes need a team consisting of sponsors, managers and specialists who really stand behind the change. The team design signals to all employees of an organization how much the company wants the change and thus determines the success of the change.
When board members and managers focus on the change project from start to finish, change succeeds.
Michael Babilon-Teubenbacher
Partner at CPC
Experiences from practice:
05 Success factor "Goals of the transformation"
Goals are important in order to assess the difference to the initial situation and to know what is still missing. People in companies need a clearly defined goal so that they can see that they have improved by six percent, for example, but are still nine percent short. This allows them to assess whether they have demonstrably made progress and how many steps still need to be taken. If the goal is vague or consists of wishful thinking, organizations will fail. This is because the people involved need clear feedback that the efforts are worthwhile.
In addition, the goal must benefit people and the organization. An unattractive goal is very difficult, almost impossible, to achieve. The art of Change Management is to formulate a goal that is attractive to the organization, especially at the beginning of the change. The change only has a chance of success if all employees say: "This is worthwhile - I'm happy to do it, even if it's difficult." Typical efficiency improvement targets, ideally combined with the intention of mainly making shareholders happy, are generally of no interest to employees. Defining goals in such a way that they are attractive to all stakeholders is an important success factor for Change Management.
Goals should also not be formulated in "management language", but should be simple and understandable for everyone involved. Otherwise, employees will not see themselves as part of the change and will not find any points of reference.
People have values. The goals of a company are attractive to many people, otherwise they would have chosen a different company. It therefore makes sense to link the transformation goals with the values of the organization. This ensures greater acceptance among many people - even in the case of unpleasant transformations. For this important work, companies need the help of change specialists who have mastered this translation work and the tools of their trade.
What we believe in at CPC are goals that have a direct impact on the business.
Gunnar Schultze
Partner at CPC
What we believe in at CPC are goals that have a direct impact on the business. For example, we do not believe it makes sense for a company to change its culture just because it is currently in vogue. A changed culture must be profitable for the business. Change projects without a link to business success will not survive in the organization and will therefore not succeed.
06 Success factor "Highlighting change successes"
Which behaviors do we retain? The ones that make us successful. We forget the ones that don't make us successful. The fatal thing about this, however, is that most people need a very long time to store a new behavior as a pattern of success. Until then, how do we determine whether something new could be successful? If it feels good. This is one of the biggest opportunities - but also pitfalls of Change Management: because change typically doesn't feel good at first. That's why there is resistance. But it feels good for people to simply carry on as before.
In order for an upcoming change to feel good for employees, we need to help: by pointing out to people that the new, desired behaviors are successful. And this is where managers come into play. It is their job to make employees aware of the positive differences: "Look, that was a small step, but we took this step together." "Did you notice where we were last month and where we are today?" In this way, employees gradually develop an awareness that the change is a success that feels good.
For change to be successful, it is essential to involve managers in the change process and plan special communication measures for them. However, changes are often communicated far too abstractly. It remains unclear what the real impact on the company's culture will be and how day-to-day work will change. However, managers in the dual role of those affected by and role models for change need clarity in order to guide their employees through the change process.
Key figures are also helpful in making success visible. Some key figures are suitable for reading off success directly: "Our satisfaction score has improved". Other key figures may not change at first: "New orders are still stagnating in sales, but at least the number of inquiries is increasing." Every little bit of progress must be visible to employees. This increases the likelihood that they will save the change as a successful pattern.
Change Management also involves planning successes together with the program management and the Executive Board and setting up the project accordingly. After all, how likely is it that people will see a change through for two years without any interim successes? It is zero. That's why we use a suitable change architecture to "slice" the change in such a way that the organization regularly experiences measurable success.
Teaming is also important for the perception of success. Within the team, employees typically talk about things that are going well, but also about things that are going badly. Based on the change curve, team members can fall into a hole at very different times. It is then good for the team to talk about it and for employees to remind each other of what they have achieved so far.
Celebrating also feels positive for people. If, for example, a new culture is to develop, the smallest changes can be used as an opportunity: management recognizes small and large successes with awards, which are also reported on the intranet. Regular success stories confirm that the change is working. At the end of an important phase and the entire change, the Management Board duly honors the efforts of those involved in the change in a town hall meeting. All of this ensures that people remain committed to the transformation.
Discuss your project with us:
07 Change initiation: How we start change projects
We all know by now that changes cannot simply be ordered. Because hardly any employees accept new conditions and simply implement them without thinking about it. And that's actually a good thing.
However, our consulting practice shows that the expectations of companies are still different. Employees are expected to support change without understanding and being explained the deeper meaning behind it (installation).
Those responsible often do not realize at the outset how much the change will affect the company and its employees. Digitalization and AI, process, organizational, cultural and strategic changes are projects with a high degree of change. We often find that the necessary degree of Change Management is simply underestimated.
As a result, many employees have a reserved or even negative attitude towards change. As a result, companies do not exploit the potential for change. Change is only successful (implementation) when employees are involved, understand the need for change and adapt their behavior in line with the change objectives.
Change Initiation consists of 4 building blocks
Our change initiation assesses the most important change aspects of the project from various perspectives. It therefore forms the first phase of our tried-and-tested Change Management process and precedes all other change measures and activities. It is a simple, efficient way of approaching change in the right way.
With Change Initiation, we offer a package of four highly effective modules. We bring key people on board and offer them valuable support for the first, fundamental steps in Change Management. Together, we tailor all measures to the specific needs of your company and your employees.
Module 1: Change analysis
In the first module, we analyze your experience with previous change initiatives and analyze your specific change. We interview managers and people selected by you who can provide a meaningful assessment. We conduct the surveys digitally or in person.
The change analysis consists of a change legacy analysis and a change impact analysis.With the help of Change Legacy, we evaluate past changes and gain insights into the success and failure factors of your previous transformations:
- What went well and can be adopted from previous change projects?
- What mistakes from the past should be avoided?
We use change impact analysis to record and examine the strategic effects of change:
- Which different areas are affected by the change?
- How will the transformation affect the different areas? Will the number of employees change depending on the area? Do managers have to adapt their leadership behavior? Do employees need to expand their skills? And much more.
The change analysis therefore helps to take past critical success factors into account and to identify the areas and stakeholder groups that are significantly affected. Accordingly, more or more intensive measures are planned for stakeholders who are more affected by the change.
Module 2: Developing the change story
The change story makes clear the need for change and the associated impact on the company and its departments. It also explains the target state and the path to get there. In this way, it provides orientation for all employees affected by the change and promotes their understanding of the transformation.
We create the change story with the initiating sponsors and key players of the change project. Together, we develop the story and describe the target image for the transformation. This is not always easy. After all, the sponsors typically have very different expectations of the change. The process of agreeing on a common vision is part of developing the story. However, this ensures that all sponsors communicate the same story.
The positive impact of the change story is particularly effective if it is visionary and inspiring. It should also be easy to understand and clearly formulated so that all employees understand the reason for the change. Ideally, it should also show employees ways in which they can support the implementation of the change.
Furthermore, cooperation with the sponsors also creates an understanding of the connection between Change Management and the success of the project.
The change story should answer these questions:
- Why is change necessary and why can't things stay the way they are?
- What will our company look like after a successful implementation?
- What steps need to be taken to implement the change?
Module 3: Development of the Change Network Map
The success of a change project always depends on the people involved. Important stakeholders must be identified. Furthermore, employees must be found who are willing and have the potential to positively shape the change.
The Change Network Map creates transparency about the network between the players. It shows the network of relationships between managers, project participants and other stakeholders affected by the change.
In order to plan the change processes, local sponsors, change agents and influencers can be defined with the help of the change network map. This makes critical nodes transparent: these are areas that are difficult to communicate with via the network.
In addition, the personal attitudes of teams and individual employees towards change can also be entered into the map. This allows us to identify potential trouble spots in the change process and derive specific action plans. This allows us to build an effective and impactful engagement process.
Module 4: Change architecture
Based on the results of building blocks 1-3, we create an integrated change plan - the change architecture. It contains all the measures derived from the analysis results. In particular, this includes all accompanying change measures for the various target groups and their respective needs. This promotes acceptance and commitment in your company.
Typical change measures are
- Involving the affected employees in the solution design
- Communication for the different target groups
- Training & enabling of those involved
- Recognition and reward.
The architecture also shows the most important milestones of the change project and thus what effect the measures should have.
The change architecture also serves as the basis for coordinating change activities with project management. Together with the project management, we synchronize all change measures with the project activities.
When developing the change architecture, we also define the change controlling - derived from the objectives of the transformation. This is designed by the Change Management office during further implementation.
The change architecture is flexible: if necessary, we can react to unexpected events and modify or supplement measures.
The advantages of Change Initiation at a glance
Change initiation is the first important step for change projects. It connects sponsors and other important stakeholders of the change. It also makes the opportunities of the change tangible for everyone involved. As a result, it provides the change architecture that is necessary to implement the Change Management in your project.
Change initiation has proven itself many times over and is indispensable for any change project. Fully exploit the potential of your change project and increase the probability of success!
We then recommend our Change Implementation for the implementation of the change.
Discuss your project with us:
08 Change implementation: How we lead change projects to success
Change Management Office
- Derivation of change measures from the change impact analysis for the various areas. To put it simply: the more changes for employees, the more measures we plan.
- Avoiding the watering can principle and informing employees not affected by the change at an early stage
- Responsible for defining, planning and controlling necessary change activities in close coordination with program management
- Implementation of change measures as well as monitoring and effectiveness tracking in sprints. This enables us to react quickly to changing situations and meet the needs of the target groups concerned.
- Responsible for stakeholder management and coordination of change networks
Change Communication
The change impact analysis shows the extent to which the change will affect the various stakeholder groups and areas. We plan different communication measures depending on the stakeholder group and degree of change. Employees with management responsibility, for example, have a greater need for information as they have to get themselves and their team through the change curve.
We use communication campaigns to provide the affected stakeholders and departments with relevant information, knowledge and updates on the change. We also offer employees the opportunity to access the information relevant to them, e.g. via the intranet. This makes the change visible and tangible. We also share knowledge and highlight successes that have already been achieved. Furthermore, with change branding and the distribution of merchandise, we ensure that stakeholders remember the change on a daily basis. This ensures greater focus:
- Development of a communication plan
- Target group-oriented communication measures to make the change tangible and impart knowledge
- Derivation of target group-specific micro stories from the change story. In this way, we create awareness and acceptance in the various stakeholder groups and areas
- Development and implementation of communication channels
- Searching for and writing success stories. These are small and large successes from the project - in the form of texts, audios or videos. They document the commitment to change and show everyone involved: it works!
Change Leadership
Leadership is the key to the success of any transformation. The Executive Board, sponsors and managers are key drivers of change and act as role models. In order to provide employees with guidance and orientation during the transformation, they act as role models for the target image jointly developed during the change initiation process. We support the Guiding Coalition in repeatedly taking advantage of opportunities to permanently focus on change. We also empower change leaders to actively shape change and drive it forward from within.
Leadership and orientation as the key to successful transformation
- Supporting the Guiding Coalition in exemplifying the common vision and acting as a driver of change
- Empowering the leadership roles identified with the help of the Change Network Map to actively shape and drive change
- Establishing a communication and exchange platform for managers
Change Agent Network
Sustainable transformations need people to drive change on the ground. That is why it is important to us to recruit some of the employees affected as co-creators and multipliers - in the form of change agents. Change agents are employees who are enthusiastic about the new concept. They can be involved as coaches, trainers and pilot team members. Or they can communicate positively about the change within their personal network.
One of the tasks of the change agents is to support local management in the implementation of change measures. They identify and remove obstacles and barriers in the local organizational units. They also support communication activities and provide information about challenges and moods within the team. In this way, they form the interface between the Change Management office and the affected areas on site.
Building the change agent network is one of the most important and time-consuming processes in our Change Management approach. That is why we are only satisfied when we have built up a strong network of people who drive the transformation locally:
- Identification of local drivers for change. The basis for this is the Change Network Map
- Establishing and enabling the change agent network
- Implementation of local change measures in collaboration with the change agents
- Identification and resolution of obstacles to implementation in the local organizational units
User Communities
User communities are networks - for example MS Teams groups made up of those affected who regularly exchange information on daily business problems and best practices. They support each other throughout the entire transformation process. We promote the development of communities by having our experts take the lead, present small hacks or help members with problems. We also regularly provide user communities with the information they need from the project.
After a while, it is the people themselves who find out little tips and tricks and share them with each other. Our user communities therefore form the basis for effective knowledge sharing and the exchange of best practices for joint changes:
- Building user communities with the same or similar challenges that support each other throughout the transformation process
- Measures to involve the affected employees to ensure their acceptance and commitment
- Creating a communication platform for the effective exchange of knowledge and best practices
Training & Enabling Management
For most employees, it takes an "aha" experience to get them through the change curve. After all, if their working methods and behaviors have been successful for 10 or 20 years, why should they suddenly change anything?
In addition, depending on the transformation goal, a whole lot can change for the employees concerned at once: learning new processes, working together in new teams and using new IT tools. A lot comes together at once. Frontal training is no longer promising, especially if mindsets and behaviors are also to change. This has been proven by numerous studies.
In practice, experiential formats have proven successful in generating "aha" effects and multidimensional learning. These are training measures in which employees experience and practice new ways of working as realistically as possible before they are implemented.
Our Training & Enabling Management therefore contains the following ingredients:
- Analysis of enabling needs and skills gaps based on the change impact analysis
- Development of a customized training plan for the various affected areas and employees. We pay particular attention to ensuring that those affected acquire the skills they need at the right time and in the right way.
- Creation or co-creation of customized experience formats and enabling measures
- Managing and measuring the success of formats and measures
Institutionalization
The change does not stop at the end of the project. The final institutionalization process ensures that the change and the results achieved are firmly anchored in your company. The new systems, processes or behaviors become routine and thus an integral part of the corporate culture. New habits are manifested in the organization.
A fitting conclusion is also important: top management celebrates the goals achieved together with those involved in a town hall meeting. The achievements of the change drivers and multipliers are appropriately acknowledged. Your company is now in a position to use the essential change processes for continuous improvement:
- Ensure that the change know-how is anchored in the organization and that the change can be repeated without external help
- Organizing and holding a Town Hall Meeting to celebrate the achievements
- Documentation of lessons learned together with the Guiding Coalition
Change implementation allows you to fully exploit the potential of your change project. You achieve the desired, sustainable change in the company because your employees support and help shape the company's new direction.
Discuss your project with us:
09 Well-known Change Management models
Which Change Management models have excited us, which have inspired us and which models have proven themselves in practice? We have compiled the most important approaches - both well-known and less well-known.
There is one thing that almost all models have in common: Entrepreneurial change processes follow a certain pattern. This can be utilized and the entrepreneurial change process can be divided into phases. Phase models provide orientation. On the one hand, they show what can typically be observed in the individual phases. At the same time, they also provide recommendations on what needs to be done in each phase in order to achieve the objectives.
Kurt Lewin's 3-phase model
A classic of Change Management is Kurt Lewin's model from 1947, which is based on the assumption of a balance between driving and opposing forces. This balance must be established for long-term success. A permanent predominance of one of the two forces either prevents the feasibility of change (resisting forces) or promotes the instability of organizations (driving forces). According to Lewin's approach, change is implemented in three phases:
- Thawing phase: First, the willingness to change is brought about by convincing those affected of the need for change.
- Change phase: The actual initial state is then redesigned.
- Freezing phase: Finally, the change is stabilized and anchored within the organization.
The advantage of the model is that the change process is divided into clearly delineated phases. It also stabilizes the results of changes before further changes are initiated. The disadvantages are that the level of abstraction is high and there is no description of specific actions. The individuals affected are also not considered.
The 8-step model by John P. Kotter
According to John P. Kotter, a company must go through all the steps of his 8-stage model in order to initiate successful change. In his book "The Penguin Principle - How Change Leads to Success", the 8 stages are explained very clearly: The iceberg is melting. The penguin colony is in danger. But at first nobody wants to hear the bad news - until some penguins recognize the urgency, form a team and look for a way out.
- Create a sense of urgency: Help others recognize the need for change and the importance of immediate action.
- Establish a leading change coalition: Assemble a team of respected leaders who will motivate for change, but not bring it about themselves. The entire organization must feel responsible for the change.
- Develop a vision of change and a strategy for this change: Clarify how the future differs from the past and how the future will become reality. The vision must be clear, plausible and inspiring.
- Promote understanding and acceptance and communicate on a broad basis: Ensure that as many others as possible understand and accept the objectives and strategy. Set an example and communicate it credibly.
- Create freedom of action and empowerment on as broad a basis as possible: Remove as many obstacles as possible so that the change team has a free hand in realizing the goals. Stop key players if they are demonstrably acting against the change.
- Ensure short-term success: Achieve some visible, clear successes and performance improvements as quickly as possible.
- Do not let up in achieving goals and successes: Persistently implement one change after another until the goal is realized.
- Anchoring the changes achieved in the corporate culture: Ensure the success of the new behaviors until they have replaced the old behavior.
Accelerate by John P. Kotter
- Accelerators are omnipresent aspects to be considered instead of a sequential process.
- Accelerators integrate as many people as possible instead of forming small groups.
- Accelerators need the flexibility and agility of a network instead of classic, hierarchical structures./li>
The ADKAR model
ADKAR offers an effective and practice-oriented tool for the successful implementation of change projects. It focuses on guiding those affected through changes from an actual state to a target state. ADKAR is an acronym and describes five results that those affected must achieve in order for a change project to be successfully implemented. Barriers and resistance are identified and constructively changed through transparent communication, qualification and stabilization measures. ADKAR stands for:
- Awareness: Those affected recognize the need for change.
- Desire: Those affected participate in the change and support it.
- Knowledge: Those affected have the necessary knowledge to change.
- Ability: Those affected have the ability to implement necessary behaviors.
- Reinforcement: Those affected reinforce their behaviour in order to stabilize the change.
The ADKAR model enables change teams to focus their activities, deploy them in a targeted manner and thus drive change forward productively.
People Centered Implementation (PCI®)
The PCI® method is a comprehensive process for empowering change managers to implement change in organizations in a personal and effective manner. The methodology focuses on topics within significant organizational change projects. PCI® offers a systematic approach for planning, executing and monitoring all people-related aspects of a change project. The methodology draws on both the research findings of the past decades and over 20 years of practical experience.
At the heart of the PCI® method is the development of management skills, tools and processes for planning and implementing change. The focus is always on those affected. The process itself consists of six core components:
- Shared change purpose: The current situation and the resulting need for change are formulated. The purpose is then communicated within the organization in such a way that a critical mass of those affected are convinced of the need for change.
- Effective change leadership: A network of capable and responsible change leaders is now put together. They define the direction and process of the change and are available to provide support.
- Powerful Engagement Process: This is followed by the implementation of planned communication, reward and development activities. This increases the commitment of all those involved.
- Committed local sponsors: Sponsors are needed to further strengthen the change. Middle and line managers are equipped with the necessary skills and motivation to act as role models for their employees.
- Strong Personal Connection: The aforementioned "role models" implement specific strategies to increase commitment and develop the skills of their employees.
- Sustained Personal Performance: Middle and line managers are empowered to support their employees in implementing the change. Employees fully accept the change and drive it forward effectively.
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10 Things to know about Change Management
- Change ManagementThe process, tools and techniques to manage the people affected by change and achieve a desired business outcome. Prosci®
- Change Management are a set of principles, techniques and rules that are applied to the human aspects of implementing major change initiatives in organizations. Daryl R. Conner
- Change Management is a systematic approach to dealing with change. Both from the perspective of a company and at the individual level. PMI® Project Management Institute
The origins of Change Management lie in America - in the period shortly after the Second World War. At MIT, the German social psychologist Kurt Lewin was the first to develop a systematic organizational theory concept for implementing planned social change in organizations.
Lewin's three-phase concept was later developed by John P. Kotter into a process with eight specifically formulated phases. Change Management finally became established in Europe in the 1980s. The individual phases always depend on the environment and are adapted to the procedure in the respective company structure. You can find out more about the various Change Management models here.
The most common triggers and occasions for Change Management currently include
- Digitization of business models
- Implementation of a new corporate culture
- Implementation of SAP S/4 HANA and other IT systems
- Optimization of the organization and business processes
- Sustainability transformation
- Introduction of agile organizational structures
- Global strategy rollout
- Introduction of AI systems
- Staff restructuring
- Implementation of cost reduction programs
The change curve describes the energy of the employees affected by the change process - and how to deal with it. If companies have to adapt to changing market conditions within a very short space of time, it may be necessary to close, merge or reallocate entire departments. This process will certainly not be received positively by the employees affected.
During an organizational transformation, every employee affected by change goes through five different phases of the change curve - from the initial state (former state) to the target state (future state).
- Phase 1 - Surprise & Denial (Surprise & Denial):
After the initial surprise at the announcement of the change, many employees react defensively and push the change aside. This is because they believe that the change is not necessary or will fail. - Phase 2 - Realize Start Of Change:
Many employees react with frustration and anger. They realize that their environment is actually starting to change or that they are suddenly being asked to do things differently against their convictions. Some of them even start to fight against the change. - Phase 3 - Bargaining (negotiation):
After reaching the lowest, emotional point, people start negotiating with themselves: "Which parts of the change sound acceptable to me, which parts will I never accept?" - Phase 4 - Try-Out & Commitment:
At some point, the employees concerned then take the first active step and test the new solution. If the test experience is positive, they build up commitment to the new solution. As a result, they stop working with the old processes and tools. Not because they have to, but because they want to. - Phase 5 - Future state (target state):
An employee has completed the curve and reached the target state when the change has become commonplace for them.
A study by the Gartner Group, which examined the biggest Change Management risk factors, also came to the same conclusion: first and foremost is the inability of employees affected by change to deal with resistance: The greater the disruption to everyday life caused by the change and the personal impact, the greater the resistance to it. Employees resist change if they are concerned that the change will have a negative impact on their safety, their finances, their relationships with other employees or their area of responsibility. Or they develop a negative attitude because they do not have enough time to deal with the changes sufficiently and the goal of the change is not clear to them.
Resistance of this kind can be both active and passive and must be tackled constructively if change is to be successful. In day-to-day activities, resistance manifests itself in listlessness, anger and absence, for example.
Managers play a key role in the tug-of-war against resistance and for the change project. They have to set a good example every day, resolve resistance, awaken a willingness to change and build up the commitment of the employees affected by the change. It is their job to respond sensitively to concerns and reactions and to ensure the long-term commitment of everyone involved in the change process.
Involving the affected employees in the change and comprehensive communication during the change process are further methods of reducing resistance and making the change project a success.
The models have many things in common, such as the fact that change always has a specific cause. The first challenge is to create a sense of urgency for this change among those involved. This is a fundamental prerequisite for ensuring motivation and commitment to achieving the goal among all those involved.
In addition, all models have an overarching vision or the pursuit of an improvement in the current situation and starting position in common. The vision is one of the most important aspects of a successful change project, as those affected and involved often resist if the benefits of the change are not clearly evident. The vision therefore helps everyone involved to understand where the journey is heading. A discrepancy between the defined goals and reality, on the other hand, leads to uncertainty among employees.
Some models deal with the concept of making organizational processes tangible in order to facilitate change. Those affected analyze and evaluate the current systems, processes and functions together with a change expert in order to facilitate change.
All models incorporate the idea of step-by-step progress. The change process is divided into steps to improve manageability and to ensure that there are always intermediate successes. They also take into account the importance of communication to ensure the commitment of all those involved and to strengthen their involvement.
- Emphasize the urgency for change and the overarching vision of a changed and better target state.
- Define a schedule for the change process and a time frame for the individual process steps and the overall project
- Carry out communication measures and promotional campaigns in order to optimally reach the employees affected by and involved in the change.
- Plan for early successes and make them visible within the company.
In addition, there are a whole range of other methods and success factors that turn a change project into a successful project:
- Mobilize management for successful implementation and commit them to a common goal.
- Identify all those involved and affected with the help of a stakeholder analysis.
- Analyze social relationships within the organization, recruit change agents and integrate them into the change process.
- Prepare the people in the company for the upcoming change and convince them of the opportunities it brings in order to minimize resistance.
- Involve affected employees in the change through experience formats and make the current status and target status transparent in order to further increase employee engagement.
- Regularly measure the acceptance of the change project and initiate acceptance improvement measures.
- Continuously identify and remove obstacles that stand in the way of change.
- Anchoring the change process in the company at an early stage in order to tackle subsequent changes in a structured manner
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