When discussing change support, the general understanding strongly focuses on the sociodynamic aspect of changes. Typically, “change initiatives” have a relatively clear target image, which can be achieved with a clear roadmap and corresponding milestones. The central question is, how do I get from A to B, and which change interventions help in this process?

Transformation processes, on the other hand, involve more than just changing an organization from A to B. Transformations often describe a more ‘permanent’ process within the context of general change. They usually entail very comprehensive change processes with high complexity. Relevant factors include new control principles and power structures, degrees of freedom, self-organisation, and a more radical focus on customer benefit. This often goes hand in hand with new business models and the adaptation of an organisation’s function and DNA. These processes require an even closer integration of strategy, organisation/structure, and culture, an evolution of the procedural logic (flexibility, push-pull, forward versus backward integration), as well as a deeper business understanding from process support and change management consultancy.