In the past, there were numerous projects in the insurance industry that were simply installed. There was one team that was tasked with implementing the project according to the management's specifications. The other employees were not involved and were presented with a fait accompli. In contrast, large, far-reaching change projects today require the commitment and conviction of employees coupled with a willingness to change systems and behavior.
It is often tempting to "just get started with a project". But big changes need a strong story when the project is launched. The sponsors, project members and other stakeholders need a shared understanding of the change, from the "reason why" to the "great opportunity". Because only with a change story that speaks to the hearts of all key players will the change project get off to a successful start and have a good chance of success.
Projects in the healthcare sector in particular, which entail far-reaching innovations and opportunities, also entail considerable risks. This typically leads to some sponsors giving their formal commitment, but initially taking a wait-and-see approach to the project. And this is exactly what slows down change. This is why major healthcare change projects need a Guiding Coalition that is much more than just a board of sponsors. The Guiding Coalition is an entity that absolutely wants the change to succeed. The change story is their common foundation to achieve the change goals, motivating collaborators around the world and breaking down barriers.
When new technologies lead to far-reaching adjustments to processes, organizational structures, roles and responsibilities, involving employees is the be-all and end-all. Those affected who are actively involved in shaping the change are much more likely to accept it. This is because involvement strengthens the feeling of personal control over the change and is a good way of gaining experience with the change.
In the past, projects were always reported on when they were successfully completed. Then there was a message on the intranet or a report in the newsletter. This does not work in change projects. This is because the employees affected are very interested: after all, their future is at stake. That's why the communication measures have to start parallel to the project initiation. The first step is to make the reasons for the changes transparent. Early communication helps those affected to come to terms with the changes and prevents rumors and misinformation. Later on, a variety of communication measures ensure that early successes are shared and that everyone involved keeps an eye on the "great opportunity".
Individuality is important to us: We are convinced that every change project is unique. That's why we work with our clients to combine the right change modules individually. At the same time, as a reputable change consultancy, we have a solid, methodical backbone that ensures quality, speed, documentation and diagnostics. After more than 30 years Change Management , our methodological toolbox is well stocked. And because we are convinced of our best practices, we don't have to reinvent them for your project. This saves time, money and nerves.
With the digitalization of business models and processes, changes are imminent that cannot be mastered with previous attitudes, skills and knowledge alone. Change Management means stepping out of your comfort zone and daring to try something new.
Our Change Management requires strong, well-founded project management. Our Change Management process consists of five process groups that correspond to the PMBOK® project management processes and therefore harmonize perfectly with each other. As a management consultancy, we have also gained excellent experience in combination with the PRINCE2® project management method and agile methods such as SCRUM.