Change Management
from idea to value ®
Appreciation for the past, orientation to the future!
Change management has many facets. Aggressive competitors and rule-breakers are stirring up the market environment, business models are being developed further, hierarchical organizational models and silo thinking are encountering agile methods, young managers who are often inexperienced in crises have to make responsible decisions in uncertain times, long-standing key players are being poached or change companies unexpectedly, family businesses are being handed over to the next generation handed over, digitization and automation topics are (still) not accepted in many places or ... you just want to implement a new strategy.
In order to lead companies confidently through turbulent market environments and to develop them in a manner that is subject to change, continuous adaptation and renewal is required.
Entrepreneurial change requires abandoning the dominant logic of a company and breaking up old structures and patterns of thought. It is important not to lose appreciation for the past in order to gain acceptance for an orientation forward.
Our company founder Werner Seidenschwarz habilitated on the subject of change management. Thanks to his entrepreneurship for almost 30 years now, he has been able to critically question the scientific findings from the various disciplines of change management with his many years of practical experience in terms of their applicability - in cooperation with customers, but also in discussions with world-leading experts in change management. This ranges from very early on, from appearances in the USA with John Kotter and Bob Kaplan at the beginning of the 2000s, to supporting Asian companies with the "What makes a good manager?!" program, to the resilience work during the financial crisis and the "Transformation for the success of tomorrow".
Your questions
01
Is your strategy lived in the company?
02
Do your employees on the working level identify with your strategy or can they understand it at all?
03
Can you explain your strategy in simple words?
04
If you hold a breakout session, is that time-consuming, complicated and doesn't it employ many employees in a way that adds value?
05
Are you using too many tools that few understand?
06
Do your strategy projects regularly result in PowerPoint battles? Is that why your implementers "slightly turned away" from the strategy process or even distanced themselves?
07
How realistic have your strategies proven to be in the past?
08
Does your strategy lead to a measurable and sustainable sales and earnings development?
09
Is there only a lot of discussion in your company about unique selling propositions or do you have some for which your customers are willing to pay a premium?
10
Would you like to have your strategy checked for the points mentioned?
The pressure on companies to face up to permanently changing internal and external influences will continue to increase. In this context, an open but professionally managed approach to change processes is one of the hallmarks of successful companies in the 21st century and one of the greatest challenges in the work of managers.
"Leading Change" shows you how to consistently lead change processes in companies. Starting with the reasons why many companies fail in change processes, an eight-step plan is then developed to help you pragmatically design a successful change.
John P. Kotter's pioneering work Leading Change, translated into German by Prof. Dr. Werner Seidenschwarz.
Our offer
When developing management, change and process strategies, we rely on a system-oriented management approach that assumes that changes are carried out by people. That means: To maintain their adaptability and competitiveness, organizations are dependent on employees who are willing to learn, motivated and excellently trained (willingness to perform and performance). This is the central prerequisite for performance potential to flow into customer solutions with the highest excellence via competitive structures and processes.
Our services relate to the direct support of managers in the management process, process support in the management of corporate changes and the further development of teams and individuals.
We support managers in “calibrating” their day-to-day leadership. The core are the principles of management, the areas of responsibility, the management of partners and employees, personal work organization and the use of control systems.
Our process support for change processes extends to hard and soft factors. Based on scientific findings (and our own scientific publications and many years of experience in change projects, our change management approach focuses on typical and recurring patterns of corporate change. Many companies and their managers are often unaware of the scope for design there is (both in the positive as well as in the negative case) in change processes.
Finally, we support our customers with formats such as cross-company management groups , impulse lectures, change workshops, systematic change projects and special programs for the development of future key players.
Our flagship, the international Starnberg Management Days , precedes all these events for learning and exchanging modern management techniques.
Strategy implementation and change support "from 22 to 22,000 employees" at the Chinese foreign subsidiary of a German automation technology company
Support of a retail company in the automation and cross-channel networking of sales incl. new collaboration models, roles and responsibilities
Integration of a start-up into the existing business unit of an internationally active mechanical engineering company
Implementation of a management program for the personal and professional development of the future key players of a company in the material handling industry
Several years of support for the owner and management organization at a B2B company
Design, coaching and implementation of a leadership program for the systematic development of international junior executives in a high-tech corporation
Post-merger integration of a company for workshop diagnostic systems into the superordinate group of companies
Leadership training and coaching of Northern European top managers
Preparing and accompanying a growth leap through vertical market and international key account management across 36 countries