LEADING CHANGE / TRANSFORMATION / TRANSITION

For centuries, there have been changes in companies. Innovative technologies, expanding, shrinking or disappearing markets, aggressive new players, changes in customer needs and, not least, new managers or investors are factors that lead to comprehensive corporate transformations.

However, the high and continuously accelerating speed of global changes in times of digital technologies since the beginning of the 1990s is unprecedented and takes some corporate leaders’ breath away or leaves them helpless and at a loss.

 

Never before have corporate changes manifested themselves both globally and comprehensively, with a relevance for all network partners and one’s own enterprise. The economic world has transformed itself into a complex, dynamic and, at times, surprisingly chaotic interactive construct. Complete industries, accustomed to success, have already been shaken to their foundations. Among others, these are the global automotive industry, the regional utilities, global trade, and leading regional and international logistics companies. With their power and courage, new players in the markets have outpaced formerly established companies or have identified, developed and consistently occupied completely new markets.

Many economists already talk about the fourth industrial revolution, which challenges many habits, established doctrines and economic behaviour patterns, and which is going to create new industrial processes, structures and agile, i.e. flexible corporate cultures. New attitudes and ways to act need to be initiated in all industries in order to stay successful in increasingly volatile and insecure markets.


We are glad to provide advice and to support your change process with reliable practical experience in diverse roles as managers, coaches and facilitators, or as external, weatherproof, project managers – either full-time or situationally. We would like to assist you as inspiring change-workshop coaches, team and conflict moderators and be your experienced, neutral and authentic sparring partner.



01 > CHANGE PROGRAMME CONCEPTION AND SET UP

Together – Realistic – Systemic - Individual

 

At the centre of the change programme concept, there are the causes for the necessary change, the change visions and targets of our clients, the willingness to change in the company, and the employees’ and executives’ abilities at the start of the expedition. 

 

In onboarding and planning workshops, which are critical for success, we collaborate strategically and operatively with the client’s assigned executive change team. Together we plan the scope, contents of, and necessary resources for the expedition. Change roles, responsibilities, tasks, interfaces, competences as well as expected results are defined in an unambiguous and transparent way for the time of departure.

Together with the client, we put together the expedition plan/schedule which is made up of many different interlinked activities and set the first landmarks. We specifically contribute our own diverse experiences at any time, provide realism as well as objective interest and offer support when it comes to a well-thought out assignment of roles in the change process. Furthermore, we identify and address possible risks of the expedition and team conflicts early and define prophylactic activities geared toward minimising and solving them sustainably.


02 > CHANGE SET UP

Pragmatic – Person-Oriented - Practicable

 

Internal expert interviews and an integrated conception workshop (planning the sailing trip) together with the customer’s designated change team (in most cases a two-day event) (Selection):

 

  • Onboarding of the executive change team
  • Transparency regarding urgency and orientation / objectives of the transformation
  • Agreed organisational and process structure of the specific change programme
  • Clear and unambiguous definition of roles of the executive change team
  • Transparent and comprehensive stakeholder mapping
  • Reliable Change Risk Management 1.0
  • Programme plan 1.0 for the overall process of the change
  • Commitment of the executive change team regarding the change
  • Change Qualification Need 1.0


03 > CHANGE MANAGEMENT SUPPORT (FACILITATOR)

Experienced – Professional-Methodological Sparring – Leadership- and Behaviour Coaching

 

To confidently steer complex change programmes through shallows, storms and internal insecurity,  weatherproof and successfully, broad professional and methodological know-how as well as reliable social and personal competences are needed. FAKTOR3 supports your programme managers and teams through all phases of the change, resistances, chaos, and integration as a guide and experienced consultant.

 

Specific offerings:

  • Experienced professional and methodological sparring of your diverse change teams with the following topics: managing internal conflicts, secure leadership in complex environments, lean management, internal communication, negotiation techniques, agile project management, situational lateral and disciplinary leadership.
  • Neutral, experience- and result-oriented moderation of change team meetings and workshops.
  • Effective preparation of transparent and decision-oriented steering committees
  • Systematic coaching (i.e.  agility, creativity, situational leadership, conflicts, negotiations).

04 > CHANGE COLLABORATION

Trusting – Weatherproof – Autonomous – Effective

 

 

Especially in hectic, unpredictable stormy and critical situations, the professionally-trusting and harmonious collaboration in the entire change team and with all committees in the company is a critical success factor.
Divisions that have been separated for years and which have thus been acting as special teams, such as product development, marketing and sales or external partners, e.g. IT and logistic service providers, need to collaborate in a closely interlinked time frame in more and more complex assignments. 
Potential conflicts need to be identified in time and have to be managed successfully. Negotiations must be prepared and conducted carefully. Low-friction, internal collaboration is more and more becoming a success-critical factor for a comprehensive change and long-term survival in dynamic markets.

 

Examples of work-shop offerings:

  • Convincing negotiations according to the Harvard Method. Joint development and optimisation of negotiation preparation, clarification of targets and elaborating and testing of negotiation strategies.
  • Team development and strategies for constructive behaviour and cooperation, smooth working, dependable trust and motivation. Typical examples: unrest in the team due to conflicts, unclear tasks and processes, demotivation or insufficient communication.
  • Imagineering – Systematic lateral thinking.
    Learning creativity techniques and applying them immediately. Typical examples: solving problems, finding new ways, resolving conflicts, simplifying processes, decreasing costs, increasing motivation, developing new products, technologies, services, developing strategies, identifying new markets, discovering process improvements, devising reactions to competitors, increasing market share.
  • Harmonisation-Workshops. Moderation of regular monthly/bimonthly one- or two-day on-site workshops with all change executives with the objective to synchronise manifold interacting activities and to agree on new impetuses (one-day).


05 > CHANGE COMMUNICATION

Appropriate - Deliberate - Authentic

 

 Changes that are comprehensive and affect all parts of a company create fears among executive teams, many employees and the various works council committees. 

The fears vary in intensity and scope dependent on the respective situation of the company. They are characterised by the extent to which the necessity of change is understood by the team as well as how plausible the planned re-orientation of the enterprise is. The maturity level, i.e. the experience and educational level of the staff and executives, has a crucial influence on the change professionality of a company. The lower the maturity level, the more important and success-critical is a deliberate and effective coping with fears. The fears among executives and staff usually manifest themselves as considerable, destructive resistances against any kind of change measures. Resistances of employees are a central cause for the failure of even vitally important corporate changes. This is independent of the industry and the size of the company. Holistic and strategically planned internal communication measures can be employed to gradually minimise the resistances and fears, which are often irrational. At the same time, executives and employees can be inspired to accept necessary qualification measures and to participate in diverse change activities. This increases the probability of success significantly.

 

We are glad to support and advise you when it comes to the following points in your change communication:

  • The identification of fears and resistances, latent needs in the company and their cause
  • The conception and regular modification of a feasible communication and participation structure together with a stakeholder analysis and FAQs
  • The implementation of effective and creative internal communication measures
  • The organisation of inspiring workshops and events geared towards the integration and participation of your executives and staff in the change process.

06 > CHANGE QUALIFICATION

Needs-Based – On- and Off-the-Job – Practically Experienced

 

 Corporate changes require a variety of new and complementing skills and competences. These are, among others, good interdisciplinary team building, intelligent diversity management, weather-proof and inspiring moderation of groups, conduction win-win negotiations with internal and external partners, offering leadership in times of great uncertainty and insecurity, active conflict management, resilience, and tolerance. 

Our offer to you (selection), on-the-job and off-the-job, by practitioners for practitioners:

  • One-day impulse workshop for “Leadership in times of great changes”
  • Two- to three-day intensive seminar as an introduction to the topic “Change Management”
  • Two-day impulse workshop on the “Effective handling of conflicts”
  • Two-day intensive workshop “Strategically prepared and negotiating convincingly” 
  • Two-day intensive seminar “Managing agile change programmes”   
  • Five-day coaching in small groups for selected change executives (Executive Team Change) 
  • On the job qualification for all change management tasks
  • Training to become an internal change programme manager
  • Systemic coaching training for change programme managers with our partner www.ratwege.de

 



07 > CHANGE CONFLICT MANAGEMENT

In Time – Appropriate – Solution-Oriented

 

Interactions between diverse strategic and operative change measures, the necessary creation of new change teams, the complex collaboration between teams and locations, and many more factors which come up in the wake of necessary corporate changes, regularly and often out of the blue, lead to considerable conflicts. 

Often the trust in oneself, in each other, and in the change, which is critical for success, is being significantly weakened. Timely identification and anticipation of potential conflicts helps to minimise or even completely avoid damage. In addition, experienced training of how to constructively deal with conflicts, creates the necessary maturity for beneficial attitudes in complex situations. 

Examples of work-shop offers:

  • Case-related conflict handling. Analysis, target definition, developing and training of creative and feasible conflict solving strategies
  • Conflict management within a team. Identification of specific team conflicts, analysis of causes, clarification of targets, training and development of potential solutions, drawing up an implementation plan
  • Practice-oriented conflict management seminars

 


SO FINDET MAN UNS

DER FAKTOR3 CONSULTING HEIMATHAFEN

53° 34‘ 29,66‘‘ Nördlicher Breite

10° 4‘ 7,89‘‘      Östlicher Länge

 

Kattunbleiche 35, 22041 Hamburg, +49 (0) 679 446-0  oder  +49 (0) 177 63 224 63