Author: Susanne Seibel, Assistant Consultant

22nd of March 2019

Organizational change – why is it necessary?

“One must always change, renew, rejuvenate in order not to become stubborn.” ― Johan Wolfgang von Goethe

Organizational procedures, processes or even structures change over time. Different reasons can force companies to change themselves and their organization or to adapt to external environments. Examples of the different forces that can change a company can be new technologies, economic developments or legislation. Especially in times of globalization and digitalization, companies must react flexibly and dynamically to these changing challenges. A modernization of obsolete structures and processes as well as the introduction of new and innovative processes are necessary to remain competitive or to stand out from the competition. If companies reject new and modern tools, they are at a disadvantage compared to those who are open to new ideas. However, if change is used as an opportunity for development and progress, companies and their organizations can remain competitive. Processes that require cultural change in a company or organization are called “change processes”. In order for this change to be successfully implemented throughout the entire organization and for the challenges of new or restructuring to be mastered, “change management” is required. On behalf of top management, changes are planned, usually in the course of strategic realignments.

Change process: Only with the help of all employees

SOICON knows from experience that employees are usually critical of change. Therefore, it is important that everyone is involved in the change process. Although changes are initiated by top management, they will only be successful if they are (co-)supported by the employees. It is therefore of great importance to establish a high degree of transparency about the change process at all levels within the company. We at SOICON involve the employees in the change process right from the start in order to quickly resolve fears and resistance and demonstrate the necessity of the change. Similarly, the middle management helps to identify risks and what can happen when there is no change and what benefits the company can expect if the opportunity for change is seized. This ensures that all levels of management and all employees support the change and accept renewals openly and with commitment.

SOICON’s approach: The guiding and helping hand

Our approach to change processes is characterised by our guiding and at the same time helping hand. Projects must be managed loyally on behalf of top management. SOICON understands loyalty not only by the perception of the client’s interests and the representation of these against the organization and the team, but also the active involvement of the middle management. In doing so, we support the senior management in controlling the change processes, but also provide active support in the implementation of the change by the employees and the middle management.
Change processes are thus not only controlled, but also actively supported so that the change can be successful. In addition to the “controlling hand”, there is also a “helping hand” to protect the change process.

The acceptance of change is additionally supported by the implementation of regular workshops with the help of SOICON. Here, all employees are given the opportunity to adapt to the new structures and processes and to successfully ensure the introduction of new tools and their use.

The SOICON Solution: The Integrated Change Framework

The integrated change framework has grown out of direct experience with coupled method theory. SOICON knows that middle management is involved in the implementation of the change program and yet still accepts the limits set by top management. This results in excellent preparation for the transition to line responsibility of the middle management.

With the application of our integrated change framework, a continuous stakeholder management for the changes is already ensured with the strategy definition. The management of changes remains stable. In addition, the various management levels are integrated into the change process from the outset according to a detailed roadmap. This is important because communication and an exchange of interests can take place at all levels. The change in the company, however, only becomes a success for the entire organization through regular feedbacks and feedback evaluation of the employees and their participation in the process.

Conclusion: Employees must be involved in the change process from the outset

Without the participation of employees, initiatives of changes and processes will fail. It is therefore important to involve everybody in the change process from the outset. We at SOICON are convinced that every management level contributes to the success of a change program and that its implementation can only take place through the active involvement of all employees.

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