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CHANGE AND TRANSFORMATION

Taking Account of the Organization as a Whole

Planning and implementing change using a purely top-down approach is a recipe for frustration. Because changing the corporate culture involves people and their emotions, and it can only succeed by considering the organization as a whole.

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THE HOLISTIC APPROACH: ONLY AN ADEQUATE GRASP OF THE WHOLE LEADS TO ADEQUATE CHANGE

cidpartners provides support to people and organizations in change processes. We focus on state-of-the-art organizational development, comprehensive change management and facilitate the communication of change processes. We begin with the status quo and then guide, involve and empower corporate units and individuals at every stage.

NOT ALWAYS POPULAR: THE CONCEPT OF CHANGE

Few people are enthusiastic when they hear about a planned change project in their company as they usually prefer things to stay as they are. This tendency towards resistance and non-acceptance is exacerbated when consultants are called in to design the process. We often find that this is where we have to begin.

As it happens, a change process generally doesn’t turn everything on its head. Rather, it is about implementing new aspects, beneficial repositioning and enhancing existing structures in a way that makes sense.

VARIOUS REASONS FOR INTRODUCING CHANGE ...

  • Implementation of a (new) corporate strategy
  • Growth initiatives
  • Desire for more agility
  • Digitalization / digitalization projects
  • Optimization or cost reduction initiatives
  • Restructuring or setting up new business units
  • New company leadership

... AND A HOST OF CHALLENGES:

When a change ‘threatens’ to descend on them, employees are often unconvinced of the need for it – depending on how far-reaching it is. Or even worse: they actively reject the proposed measures. This often applies to key protagonists in the change process, the managers. While the (management) structure is undergoing change, managers should be kept motivated and encouraged to stay with the company.

The question also arises of how to manage change without neglecting day-to-day business? And how can a corporate culture that has established itself over years or decades be changed sustainably? Without appearing to disparage the company’s previous identity and development?

 

MASTERING THE CHANGE - WITH CIDPARTNERS

cidpartners is a transformation consulting firm that provides many companies from different industries with expertise in the planning and implementation of change processes.

  1. Customers benefit from our extensive experience gained from numerous change processes when it comes to integrating successful patterns and avoiding previous mistakes.
  2. Together, we subject the company to a holistic appraisal to develop a viable and sustainable concept. Because reliability and orientation can only be achieved through a change architecture that suits the company’s needs.
  3. Iterative procedures ensure efficient achievement of goals with the option of flexibly responding to new information and unexpected situations.
  4. Our consultants bring wide-ranging expertise and comprehensive methodological competence to bear that provides for a rapid transfer of know-how to the company.
  5. We support our customers where we are most needed in the various phases and areas of the change process.

Contact us

Detlev Trapp is founder of cidpartners and is especially appreciated by our clients as a strategic sparring partner and initiator.

Detlev Trapp

Managing Partner & founder

+49.228-25 90 85.10

CONTACT

CHANGE PROCESS SUCCESS FACTORS

cidpartners helps companies and organizations in the strategy, communication and the concrete implementation and project management of change processes. All change processes differ from each other, yet some common factors are important for a successful outcome:

  • The goal and strategy for change need to be clear and agreed with decision-makers and key stakeholders.
  • There should be a core team that integrates different perspectives (e.g. owners, management, executives, customers, employees, works council, supporters and critics).
  • Objectives, reasons and progress should be communicated continuously and through various channels. The aim here is to communicate as concretely as possible - including opportunities for dialogue.
  • The approach should fit the company and the current situation. There is no ‘one size fits all’ approach or model, so it is important to develop a suitable change architecture in advance and to choose methods that suit the company.
  • There should be sufficient room for adaptation and flexibility. An iterative approach helps to achieve the goal and to integrate contrary opinions and unexpected circumstances in an appropriate way.
  • Cause-and-effect relationships and the effects on the entire company, its structures and individuals should be taken into account. Often there are people who perceive themselves as losers - it is important to listen to them and take their situation seriously.
  • • The ‘ordinary’ people in the company dispose of comprehensive experience and knowledge, often having a much better grasp of tasks, processes, products and customers than top management. This should be routinely integrated into the planning and implementation of the change.
  • The process should be supported by management through the provision of sufficient resources (e.g. financial, personnel, time, space) and clarification of roles and responsibilities. clarification of roles and responsibilities. Obstacles, bottlenecks and responsibility vacuums should be systematically and promptly identified and eliminated.
  • • Employees, executives and other managers need to acquire the necessary skills in the form of training and coachingto facilitate change from within and avoid the feeling of being left behind.
  • Successes should be made visible and tangible early on. Motivation is the be-all and end-all.