In any change process, it’s important to expect the unexpected. Equally important is a look at the process from a strategic-operational perspective. Only leaders who know what’s happening in their organisation and how it interfaces with its surroundings are able to make the right moves.
Planning the future of one’s organisation requires knowledge of the current state. The design of control processes is an important element of transformation. However, leaders frequently lack opportunities to rise to the required ‘flight level’ or to reach for a pair of ‘meta spectacles’. Sometimes there’s a lack of in-house expertise or necessary manpower as well. Valid answers to questions such as ‘what works?’, ‘which processes are useful?’ and ‘what new processes must be initiated?’ are key control factors for successful change project outcomes. Consistent execution in complex transformations is only possible when the various stages are effectively connected to each other and the path makes logical sense to all the stakeholders.
Systematic control of change processes requires a lot of staying power. There are ten fundamental focus topics that outline the path to be pursued: leaders that aim to set organisations and people in motion first need to find allies and identify the areas in which to take action. Once these have been identified, the structures are reviewed and adjusted as necessary. This approach allows all stakeholders to contribute their part to shaping the future. Leaders play a particularly significant part in this context: they have to live the change as role models. First and foremost, this means practising open communication and active HR management, linked to the organisation’s actual reality.
Action fields in Change Management
Change processes are as diverse as the organisational landscape. But in spite of the diversity in which change manifests itself and the corresponding ‘relevant levers’ to promote change, we feel that it’s advisable to stay focused on these fields and to plan interventions accordingly.
The current state of both strategic and operational control processes is analysed on several levels – through participatory observations, experiences with organisational bodies, analysis of communication and information platforms, attendance of meetings, formats, reporting structures or cascaded decision-making processes.
As a services provider we support the creation of a conclusive current state assessment and the development and operation of control systems, so laying a solid foundation for the planned transformation.