Taking off old structures like a coat – feeling the sense of urgency
Challenges such as digitalization, competitive pressure and more complex customer demands require companies to change. 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 is not carried out adequately. The reasons might include “manual” errors, a lack of transparency of defined transformation paths/goals, or business-steering elements themselves being driven along. This leads to a lack of problem awareness amongst employees – there is no “sense of urgency.” As a result, change processes promise more than they can keep.
h&z has analyzed the root causes of this failure from a holistic perspective. We have developed a well thought-out strategy paper based on the seven principles that not only promises success based on an excellent solution concept, but also promises to be more effective due to intensive interlinking of management and employees:
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 the employees to take initiative
Enabling of employees to further develop ideas and concepts themselves and to expand their success
With this approach, all relationships of the company are redefined and structured in a targeted manner in order to stay one step ahead of the constantly changing market conditions. Without changes and readjustment of all company processes, while considering traditions, the only logical consequence is a step back.
The optimal result of a business transformation has been reached when management, employees and a tailor-made solution interlock.