Transformation

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 Manage­ment Con­sul­ting has ana­ly­zed the root cau­ses of the fail­u­re of busi­ness trans­for­ma­ti­on 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:

1. Invol­ve­ment of employees and manage­ment to joint­ly deve­lop con­cepts and solu­ti­ons (co-crea­ti­on)
2. Inte­gra­ti­on of exter­nal exper­ti­se and bench­marks
3. App­li­ca­ti­on and mul­ti­pli­ca­ti­on of inter­nal “beacons“ and good prac­tices
4. Com­bi­na­ti­on of top-down goal set­ting and bot­tom-up solu­ti­on deve­lop­ment
5. Quick tes­ting of con­cepts in first pilots
6. Esta­blish­ment of a per­for­mance cul­tu­re that moti­va­tes employees to take the initia­ti­ve
7. 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.

From our under­stan­ding of con­sul­ting, the opti­mal result of a busi­ness trans­for­ma­ti­on has been reached when manage­ment, employees, and a tailor-made solu­ti­on inter­lock.