Organizational transformations are more than just standard change initiatives.
Technological change and fierce competition threaten established business models, even in mature markets. At the same time, strategic uncertainty is high. Therefore, these days it is often no longer purely a matter of optimization, but rather of reinvention. It is also seldom possible to clearly describe the target image of transformation today – board members as well as those at the working level are grappling with this. And, as everyone knows, no transformation can succeed without a commitment and openness to change on the part of managers and employees.
Organizational transformations need new answers. A simple reorganization is no longer enough – transformations also require a profound cultural change. In this process, we are guided by five core principles.
The starting point is ambitious: Why do we want to give our customers which performance promise in the future? At this point, it remains to be seen what this means in concrete terms for the organization. We concentrate on the decisive achievements of the organization. Why over what.
Organizational transformations call for simultaneous further development of constellations (e.g. structures, processes, roles), culture (e.g. behavior, values) and systems (e.g. interactive platforms, learning). Which combination best implements the performance promise must ultimately be proven in practice, in terms of added value for external customers. We use a step-by-step and iterative approach, test new approaches in business initiatives and directly implement insights. Iterative learning over technocratic design.
The findings from business initiatives must then be condensed and made usable for those areas that have not been impacted by the change so far. In this way, we create a broad effect as well as a reliable framework, while still continuing to allow for initiative and testing. Push and Pull.
In this way, a new organization with a changed culture is created step by step, and a growing number of employees are already familiar with it. At the same time, it becomes clear which systems and platforms need to be established. Form follows function.
In both the transformation and the new organization, a new kind of leadership is needed that can provide orientation and trust despite the fact that the goals have not necessarily been fully defined, and which can tackle challenges while at the same time provide degrees of freedom for trying things out within the organization. Lead and serve.
The organization of the future does not emerge with the methodology of yesterday (nor with today's management trends). Instead, it will be based on a step-by-step learning, analytical and behavior-based approach which takes a holistic view. Here, too, we believe in a successful co-production with our clients.
Your contact persons for organizational transformations:
Dr. Axel Sauder