Responsive Change Management

Globalization, digitalization, pandemic, and all the rest — companies must reinvent themselves on a regular basis if they are to satisfy constantly changing market requirements and the needs of both customers and employees, thereby securing their long-term survival on the market. In our fast-moving times and this setting of increasing complexity, the ability to change is a key competency of the new normal. Yet a majority of change projects continue to fail!

We have learned from numerous (digital) transformations that sustainable positive change is possible only if the parallel change management continuously adapts to evolving needs and developments. The development of our responsive change approach combining a classic change model with an iterative process approach draws on our insights.

This approach takes advantage of the flexibility of agile structures. While a change architecture serves as a guiding framework, responsive change relies on detailing phases and regular, targeted adjustment of measures. Feedback and learning experiences can be implemented promptly, and the change project can be carried through to a successful conclusion.

Our approach based on the responsive change model begins with an analysis of the present situation; the results serve as the foundation for the conceptualization and implementation of a change architecture comprising the action fields control, vision, communication, employee empowerment, and leadership (adaptation and design as required by your specific circumstances). Throughout the process, the constant focus is on the involvement of all stakeholders and co-creation with internal change and communication resources for the initiation of sustainable change that can be scaled into the organization.

Continuous monitoring not only ensures that the project is aligned with the needs of the stakeholders, but also makes the success of the change project measurable and visible.

• Survey of the present state of internal and external factors that must be considered during the change process (change impact, analysis of the needs of stakeholder and training requirements, archetypes, desk research, conduct of interviews)
• Conceptualization and realization of a change architecture and the associated measures in terms of relevant fields of action
• Development and implementation of a supportive communication concept
• Development of vision, guiding principles, and guard rails for the change project
• Design of cultural and technical enabling formats for employees, including train-the-trainer/training of change agents for scaling into general use
• Leadership development and empowerment
• Identification of measurement variables, monitoring via OKR dashboards