Strategy activation, transformation and change management
We maximise the likelihood of successful implementation of the strategy. To do this, we create the key prerequisites for the workforce: understanding, identification, clarity of their own contribution and structures for sustainable implementation.
In the spotlight: Support for complex transformations
Project:
Challenge
Regional energy supply company
approx. 1,000 employees
Complex transformation process due to reorganisation, little experience and capacity in managing transformation processes. Several parallel workstreams, ambitious growth strategy with partly insufficient alignment at MM level, scepticism towards the transformation process at team leader level and largely a lack of understanding at employee level.
Goal
After 1.5 years
- Shared management vision of how the strategy should be implemented with maximum success
- Commitment to transformation at department and team leader level (> 80%)
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Measures
Status Quo
- Assessment of status quo through interviews with executive level, selected division and team leaders
Most important levers: management
- Workshop with management to jointly identify problem areas, their causes and solutions. Subsequently, focus on meeting culture and structures; initial preparation, moderation and follow-up of management meetings as well as training of management assistants; shadowing of management at meetings
- Moderation of regular retrospectives to reflect on collaboration within the team
- Sparring in ongoing change management & joint development of the transformation roadmap
Most important levers: Department and team management
- Workshop with department and team management: Information from management about changes in all areas, collection of perceived challenges and concerns about the change, answering all central questions & joint derivation of measures
- Derivation of departmental and team strategies, progress measurement with OKR dashboard & adjustment of incentivisation
- Regular, moderated informal discussions between team leaders and the Executive Board to build trust & clarify open questions
- Offer of change-related coaching for team leaders
- Support as needed in dialogues with own teams and dealing with resistance through sparring & moderated peer exchange sessions
Alignment of initiatives
- Setting up a PM board within the company that creates a strong link to the organization, regular arrangements with it and with the board of directors
- Stakeholder management, especially management & owners
- Guided change communication
Results
Commitment to transformation at department and team leader level
Shared management focus
Time spent
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