Our experienced interim managers work hand in hand with you to design the necessary change process, including the individual measures and accompanying communication. Together with you and your teams, we develop, control and monitor the process steps and ensure sustainable success. Fundamental risks for the success of change projects usually exist due to deficits in:

• Communication
• Understanding of roles
• Targets

Employees are more likely to identify with goals if they are actively involved, genuinely participate in the problem and solution strategies. Our role as experienced mentors significantly influences this process. This concerns not only the question of the extent to which the actors affected by change have different ideas about the goals and means of change, but also whether they want organisational change at all. It is easy to say that the only constant in organisations today is change. How to shape change successfully, however, is much more difficult to answer. We see successful change management as the right mix of four components:

1. Agree goals
2. Inform
3. Participate
4. Qualify

It is important to find the right mix for the respective organisation in each phase of the change process. To do this, the current state of the organisation must be assessed again and again. Change management is therefore a chain of diagnostic and intervention loops with the aim of continuously monitoring and controlling the change process.

At a starch product manufacturer in Austria, a proven cross-plant lean management system was introduced. The framework for this process was quickly established.

However, before the new system could be taken up and lived by the staff, the corporate goals and the responsibilities of each individual had to be worked out and redefined.

In principle, the framework of this process is set up very quickly. However, before the new system is lived by the employees and also implemented in their minds, depends on the prepared and accompanying change management.

If such a change process of system change is not or insufficiently prepared, the acceptance of the employees will only be achieved in a very tough and protracted way. A failure of the process combined with the failure to achieve the important goals is then often the result.

Change management in this case also means preparation for what is coming or this new lean process that changes the corporate culture. i.e. the employees should want the new lean concept because it helps them and not because the management or the board wants it.

If this change process is not successful, for many employees this lean process is just the “new sow being herded through the village”.

Practical example of the procedure at a renowned starch producer: