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.

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.

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).

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.

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