Our experience has shown that most of the change management processes fail because the executives’ and employees’ objections are not considered sufficiently.
What does this mean?
Every change comes along with advantages and disadvantages for the process and the company. On one hand, we need the employees to realize the changing process, on the other hand we do not know exactly which competences develop at what stage and with what focus point within the new structure(formation).
We start exactly with the „objective thinking“, and we support your process on the basis of 'TRIZ-basierter Werkzeuge' (methodical inventing within the change management process). Objections, personal as well as factual, which result from the single project stages, will be revealed and analysed due to their advantages and disadvantages and integrated into the process. Project team members and executives will be supported by methodical trouble shooting during all stages of the changing process.
How do you profit?
- ensuring effective processes
- controlling the staff competencess during the process
- taking decisions on the basis of cause-and-effect contexts
- increased input options for the management even during the process
Together we develop an individual concept tailored to your particular needs and fitting into your time frame.
Our methods and service components you find described below:
Actual situation and tasks:
In order to be able to manage the staff resources during the transformation process effectively and to guarantee the competence transfer regarding the changing project, we strive to support the personal and entrepreneurial efficiency targets by means of a systematical Plan-Do-Act-Challenge(PDAC)-cycle.
We recommend to develop a personal Balance Scorecard during this competence development process. It will be our aim to balance personal ambitions and shared ambitions in interviews running parallel to the milestones of the respective project stages, and that on the baisis of the project goals or balance scorecard of the company.
Our main focus will be to start a staff-oriented problem solving process developing competences, considering the
- transparency of conflicting target and decision-making systems,
- problem simplification by checking the staff’s changing potentials
- influences of changed competence structures
Based on this, we will differentiate between resources in the competence development that can be influenced and such that can not be influenced and we will use the revealed restrictions of the employees to find ways to motivate and set performance goals. When evaluating the given ideas practically we consider the culture of excellence, the temporal target realization as well as the sustainability.
With the help of resources portfolios we support the project leaders defining Innovation WorkBenchs. It is important to have the maximum acceptance of the management and that the strategical conceptions regarding the „rediscovery of a culture of excellence“ are integrated.
Method of approach:
The competence development process is divided into several process steps which are based on the project stages of the overall project. The basic framework for the definition of Innovation WorkBenchs is the data collection on as many levels as possible, so as to be able to achieve the maximum efficiency of the process and the problem-solving:
1. implementing a Personal Balanced Scorecard for staff conception and
2. presenting a Plan-Do-Act-Challange (PDAC)-cycle by means of
- personal interviews during ambition meetings (taking into account the job-related elements of the employees‘ personal BSC and the combination of the efficiency targets)
- presenting and implementing resources portfolios for the competence development
- presenting a possibility to find proposals for a solution
- presenting and conducting workshops together with the executives on Innovation WorkBenchs
These process design instruments enable us to approach the work bench topic flexibly and to take decisions regarding key resources, emerging during the actual transformation process. It depends on the proceedings how many interviews and meetings will be necessary. Coaching and other human resources development measures could be applied as further internal or external measures.
Project Realization
