Taking off old structures like a coat – feeling the sense of urgency
In the face of challenges such as digitalization, increased competitive pressures and more complex customer demands, companies have to change in order to survive and thrive. In the future, we have to prepare for changes to happen more often, more quickly, and more radically. However, change management in practice often meets with resistance or isn’t carried out adequately. The reasons for this might include “manual” errors, a lack of transparency about your defined transformation paths or goals, or business-steering elements themselves being driven along.
This leads to a lack of understanding by your employees about what’s needed, and what steps they have to take. This in turn can lead to a feeling that there’s no sense of urgency. As a result, change processes often promise more than they can keep.
h&z has analyzed the root causes of this failure from a holistic perspective. We’ve developed a well thought-out strategy paper based on the seven principles that not only promises success based on an excellent solution-based concept, but also promises to be more effective because it tightly interlinks management and employees. It looks like this:
Involvement of employees and management to jointly develop concepts and solutions (co-creation)
Integration of external expertise and benchmarks
Application and multiplication of internal “beacons“ and good practices
Combination of top-down goal setting and bottom-up solution development
Quick testing of concepts in first pilots
Establishment of a performance culture that motivates employees to take the initiative
Enabling employees to further develop ideas and concepts themselves and to expand their success
With this approach, all relationships in the company are redefined and structured in a targeted manner in order to stay one step ahead of the constantly changing market conditions. Company ‘traditions’ have a place and need consideration, but without changes and readjustments to all company processes, the only logical consequence is a step backwards.
The optimal result of a business transformation has been reached when management, employees, and a tailor-made solution interlock.