Transformation & change management
Intralab manages challenges in transformation processes and enables multipliers to independently master these and other changes.
What we do
Workshops to intensify cross-sectoral exchange
Stakeholder management
Dealing with resistance
Project:
Challenge
Regional energy supply company
approx. 1,000 employees
Complex transformation process through restructuring, little experience and capacity to manage transformation processes. Some parallel workstreams: HR (career model update, employer branding, hiring with external service providers), ambitious growth strategy with still little team spirit at management level, skepticism about the transformation process at team leader level and largely incomprehension at employee level.
Goal
After 1.5 years
- Management of HR workstreams, ensuring delivered quality by experts
- Creating team spirit at management level, according to personal perception (60% > 80%)
- Creating commitment to transformation at team leader level (55% > 80%)
- Empowering managers to manage change processes independently
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Measures
Status Quo
- Assessment of status quo through interviews with executive level, selected division and team leaders
Most important lever management
- Workshop with management to jointly develop problem areas, causes and solutions, in particular focus on meeting culture and structures; initial preparation, moderation and follow-up of management meetings and board assistant training; management shadowing during meetings
- Moderation of regular retrospectives to reflect on team collaboration
- Training in change management and mentoring when implementing what has been developed into your own challenges in practice
Department and team management
- Change workshop with department and team leadership: Change talk from management (creating clarity for change), collecting the perceived challenges and fears of change, feedback on which of them are justified & which are not
- Derivation of individual measures and those that are initiated together at TL level in order to proactively shape change processes
- Regular, moderated fireside chats between team leader and board of directors to build trust, transparency
- Offering change-related coaching for team leaders
- Training in change management and mentoring in the implementation of the acquired knowledge in relation to own challenges in practice
HR
- Supervision of HR initiatives for quality and fit with transformation concerns (implementation by subcontractors with explicit expertise)
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
Perception of team spirit at management level
Commitment to transformation at team leader level
Perception of the team spirit at management level
Time spent
Other projects in which we support changes for companies
