Organisational change management is one of the critical success factors in every important change project


	Change management means dealing methodically with a company's change projects. Its core responsibility is to ensure that intended change within a company is carefully reviewed and efficiently implemented. In complex environments change requires organized, consistent and conscious direction to achieve lasting business objectives such as: Increasing growth Reducing costs Improving quality Innovating products and services Effecting globalization In some companies change management has become an integral part of many business processes – software development can hardly be imagined without – while other divisions use change management only if pressure calls for course correction. In the latter case change management subserves improving the business organization on occasion while in the former one conditions across a wide range of domains get continually checked and adapted anew. As for these different change strategies there are no decisive pros and cons isolated from particular situations and points in time determining their respective effectiveness. In most cases, it is prudent to apply both strategies. For instance, prolonged shifts occurring in staff and concerning their competence and knowledge succeed best by means of continuous processes, while the second approach would be used when investing in machinery or a site. In large companies change programs and the reorganizations normally attending them frequently lead to power struggles turning some persons, divisions or locations into winners and others into losers. In this process organizational progress often remains elusive for years, which can trigger a reorganization once again, this time in the opposite direction as it were. This is a clear sign for inadequate change management. Here also no universally valid solutions or policies exist. The corporation’s situation as well as its organizational structure and culture significantly bear upon the best strategy. Automation, dynamization, standardization, parallelization and / or integration of business activities frequently involve multiple, parallel and complex change processes the effects of which often manifest themselves in time-delayed or distributed ways that can rarely be foreseen and planed for in detail. In order to safely control them, however, change management has to detect such consequences as soon as possible and to be capable of accommodating to them. If it fails productivity can shrink substantially concurring with increased staff turnover. Change processes have to be designed cautiously. Sustainable economic activity taking into account the dynamics of change both inside and outside of a company requires a resource-friendly management of assets and professionals. Against this background drawing upon know-how from other, yet comparable, situations pays off quite soon. How can sustainable change strategies be designed and implemented ? How can unexpected consequences be detected before they hurt and limited or, where appropriate, be made use of ? How can readiness for change be fostered and be benefited from ? If you like to know more, please feel free to contact us. Contact us.

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