Three factors are essential if change is to be implemented with dedication
and commitment: the quality of the solution, acceptance by stakeholders and
integration in the environment.
Shaping the future and managing changes, and also leading people along this path, demands a lot from you. Maintaining perspective and an overview is challenging and sometimes exhausting. We provide comprehensive support so that you can effectively achieve change. We structure, plan, moderate, train, coach, encourage, accelerate and slow down — sometimes we even arbitrate. We are experienced change management experts and bring clarity and security to your change process, and we do so with tools that suit the people and culture within the company.
Success factors for change processes
What guarantees a successful change? ComTeam sees itself as a sparring partner for designing your change projects and accompanying you through your change projects. We provide comprehensive support so that you can achieve change. Our concepts are clear and solution orientated, providing viable results.
Three factors are essential if change is to be implemented with dedication and commitment: the quality of the solution, acceptance by stakeholders and integration in the environment. But experts in the process often have the dominant role, even if this is with the best of intentions. On the one hand, this achieves rapid and substantively brilliant solutions, but it also harbours a danger: Many feel disengaged and that their interests not being taken into account. This can be resolved by bringing on board those who have to thoroughly deal with and come to terms with the change. We do this through sophisticated stakeholder management.
Quality, acceptance and integration
A second focus needs to be on the impact of a change on other projects or initiatives, and to what extent it suits the existing culture, because if the change clashes with the current culture, there is a risk of failure if that culture is not developed in parallel with changes in habits, traditions and rules. ComTeam also takes care of this.
The formula is simply that commitment is a product of quality, acceptance and integration. Even a 150% professional solution will fail to be implemented with dedication and commitment if acceptance and integration fall short.
Typical change processes
There is no great art to developing strategies that look impressive on paper. The challenge is to develop a strategy that keeps sight of all affected system components and then results in a consistent implementation. The objective has to be to truly bring a new strategy to life.
No merger has ever failed because of technicalities, but many have failed because of cultural incompatibility. A good coexistence is required for the much-cited synergistic effects to really take hold: Namely, allowing oneself to pull in one direction together with new colleagues. But this first requires a genuine process of coming together.
Regardless of whether a cost-reduction programme is about increased efficiency or simply about ensuring existence, there is a great deal of uncertainty for the people concerned. The management is required to demonstrate the necessity with a good measure of clarity and to be attentive to confronting concerns and anxieties that arise.
Structures and processes make an essential contribution to the optimisation of productivity and are subject to constant change. Not losing touch requires constant engagement and a mastery of the technical and social complexity of changes.
Explicit work on the corporate culture is both a highly relevant and a demanding change issue. Further developing the existing rules that define a culture is abstract and theoretical only at first glance. These rules can be described quite specifically and implemented in their respective fields of application. This leads to sustainable cultural development.
Change consulting can take a wide variety of forms, which is why we define the intensity and type of support with you as required.
Some examples can be found below:
In practice we support our clients with different levels of intensity. You have just been given the task of a major change project, or are already in the middle of one, and are starting to see how complex such a task actually is. We provide intensive support throughout the project and cover all of the necessary steps with you. We tailor the range of available measures for you and in this way we ensure the sustainability and actual implementation of the change. If necessary, we will also organise the meaningful integration of expert consulting.
The productivity and success of your project are crucially dependent on good preparation and planning. However, the time and energy invested in clarification and design are almost always too little. This results in unwelcome surprises, debilitating conflicts during the project, and complex and expensive revisions. We use our process concepts to support the creation of robust change architectures and roadmaps. The ChangePlan is a specific format for this.
Many projects start with enthusiasm but soon lose steam because complexity and conditions are not easy to manage. Decision-makers, project managers and project teams have their technical, human and social skills put to the test. But if you are yourself part of the system, it is often not easy to maintain a clear, unobstructed perspective during the change. We can offer you support in the form of experienced sparring partners with a neutral, outsider’s perspective. This helps you to look at your project from a distance and with a clear perspective of what is necessary to ensure that the project keeps its momentum.
Professional moderation brings many advantages if you want to bring together a lot of people for information or participation. Broad experience with all contemporary processes ensures that your events will achieve their objectives and will be fondly remembered for a long time by the participants. The need for communication arises time and time again in projects, whether it be for announcing and discussing (interim) results, for brainstorming, for forming opinions or for resolving conflicts. But if you are yourself part of the system, then the simultaneous tasks of managing, steering and participating in discussions and making decisions are too much and you are best getting support.
Change processes in organisations are complex — both professionally and socially. Typical challenges are the multitude of interlinked topics and projects, demanding stakeholders, time pressure and the role of managers in the "sandwich" position. Whether you are the client, project manager or change agent, you sometimes need some time out to reflect, to exchange ideas with an "outsider", or to get a second opinion so that you can take a clear approach to the forthcoming steps.
We can provide you with concise, free-of-charge supervision for around one hour via an Internet, telephone or Skype conference.
If you are interested, tell us what you are looking for and we will make an appointment. You can register here.
ChangePlan – the roadmap for your change process
The productivity and success of your project are crucially dependent on good preparation and planning. However, the time and energy invested in clarification and design are almost always too little. This results in unwelcome surprises, debilitating conflicts during the project, and complex and expensive revisions.
You are responsible for designing a change process. You want to put the project on a solid footing from the outset. An appropriate roadmap and change architecture are critical success factors for you. So that you can achieve binding solutions you want to anchor change management into the project planning in a holistic way and at an early stage. To this end, the support of decision-makers and other important stakeholders is important to you.
Changes in leadership
A change in leadership is often associated with a variety of requirements, expectations and conceptions held by the different sides, some of which are voiced while others remain unspoken.
They range from objectives such as "I want to put my shop and my people in good hands!" to "How does the new leadership tick?" on the part of the employees and "We are expecting results!" on the part of the management and "How do I integrate well and (nevertheless) make my mark?" on the part of new managers.
Verändern: Change-Praxis für Entscheider und Führungskräfte –
Changing: Change in practice for decision-makers and leaders
By Lorenz S. Forchhammer, Walter G. Straub
Change skills are key for successful companies in dynamic markets and the need for more change skills within companies and organisations is enormous. Building and developing them is an important task. This book supports you in this.
Please note that this book is only available in German.