An­cho­ring change in or­ga­ni­sa­ti­ons – more than just a si­de-is­sue

Change rarely comes alone

In business, changes often come one after the other: strategic repositioning, restructuring, process orientation, new management philosophy, post-merger integration, culture change etc. When the familiar is questioned and existing structures shift, companies often encounter paralysing scepticism or even resistance from within the organisation.

Active change management is key to ensuring the success of change

A “good technical concept plus pressure to change” are not enough to implement large-scale transformation. The yardstick for sustainable success involves anchoring concepts not just instrumentally, but in the hearts and minds of employees. It is essential that staff understand the need for change and what it is meant to achieve, that changes in their daily activities be made tangible and that they gain acceptance. Best practice examples show that the tracking and active steering of change processes must form obligatory project components. Companies that forego integrated change management often find that they are not living up to their potential, leading to productivity drops and staff churn.

A healthy balance between top-down and bottom-up is key

Designing the change management approach undogmatically and customising it to the company’s needs is a prerequisite for success: in and of itself, merely issuing top-down change instructions is as unproductive as an unguided, systemic bottom-up process.

CTcon is your partner of choice for managing change processes

CTcon pursues an integrated change management approach. Through its two main business areas, consulting and training, it combines business consulting with process-based change management and the upskilling of internal resources, including:

  • Diagnosing and conducting staff, interface and culture assessments
  • Planning of communications, interventions and measures as well as setting up the change architecture
  • Creating content for communications, facilitating and designing interaction formats
  • Supporting and mobilising leaders and change agents, both in terms of content and methods, and
  • Managing global roll-outs and training large target groups.    

Your contact person

Gunnar Elbers
Associate Partner | Düsseldorf | Germany
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