CHANGE PROGRAMME EXAMPLES — SELECTION OF PROJECTS
For more than ten years, FAKTOR3 Consulting has accompanied numerous challenging corporate transformations, both nationally and internationally, and we have been
providing important change-impulses. The clients of Faktor3 Consulting are medium-sized family businesses from different industries, but also large international corporations. In addition to
their practical assistance on site in the companies, all Faktor3 Consulting partners teach Change Management and associated methods as well as behavioural competences at various renowned
institutes of further education and universities.
In the following we present examples of current FAKTOR3 Consulting change activities and impulses, which we developed and implemented together with our clients:
COLLABORATIVE MARKET LAUNCH PROGRAMME — CAST OFF
TASK:
Designing and coaching of the new collaborative (cross-functional) and holistic market launch programme of a new, complex technology for an internationally leading, family-managed producer of electro-technological components and automatization technologies.
ROLE/S FAKTOR3 CONSULTING:
- Change programme coaching (professional, methodical, lateral leadership)
- Change programme analysis and planning
- Change-team set-up
- Coordinating & moderating meetings of the complete team
- Qualifying the change teams “on- and off-the-job”
- Step-by-step creation of programme methodology for further “on-the-job” programmes
RESULTS:
- Successful market launch of the new, complex customer solution
- High degree of internal acceptance and management attention to the new technology in all functional areas
- Noticeable improvement of internal, cross-functional cooperation
| MISSION ACCOMPLISHED |
SYNCHRONISING OF CENTRAL BUSINESS PROCESSES — FLOTILLA SAILING
TASK:
Designing and synchronising of central new business processes as well as staff and process resources world-wide between the American world-market leader for office software and its new European IT-process partner
ROLE/S FAKTOR3 CONSULTING:
- Change programme coaching (professional, methodical, lateral leadership)
- Change programme design
- Change programme teambuilding
- Change programme management (Months 1-6)
- Change programme coaching (Months 7-12)
RESULTS:
- Set-up & effect of a collaborative high-performance programme team for more than 12 months
- Successful establishment of new, effective business processes (significant decrease in process costs without staff cuts or staff relocation)
- Change team was awarded the annual innovation prize by the European IT-process partner
- Extension of the partnership agreement between software producer and IT-partner with a contract volume of > €1bn
| MISSION ACCOMPLISHED |
IMPLEMENTING CHANGE LEADERSHIP TEAM — SETTING SAILS
TASK:
Setting up the change leadership team in a world-wide operating French engineering company
ROLE/S FAKTOR3 CONSULTING
- Professional and methodical change and team moderation
- Analysis, conception and moderation of strategic and tactical teambuilding workshops for the change leadership team of eight.
- Imparting the basics of agile teams in an experience-oriented manner
- Teambuilding designs
- Self-reflection of all participants in the team context
- Teambuilding modelling by means of generic agile team roles
- Developing team vision using pictorial metaphors
- Creating a team manifesto in group work
- Agreeing on teambuilding project plan (prerequisite tree)
- Conception and moderation of the change programme world cafés with 40 top executives in order to jointly create and bindingly adopt and finalise the change programme
- Assembling world café teams and moderators
- Ensuring pre-briefing of all participants
- Conceptualisation and implementation of world café topics
- Moderation of the entire event
- Creating analysis and impulses for the subsequent action/approach in the change process
RESULTS:
- A weather-proof decentral top executive team, whose members trust each other professionally, is institutionalised
- Change team roles are transparent and accepted by everyone
- Team manifesto (norms, rules) is bindingly agreed upon
- Change programme plan 1.0 is created
- Maximum involvement of all executives in important change activities
| MISSION ACCOMPLISHED |
INTEGRATION OF A NEW GLOBAL IT-PARTNER — ONBOARDING
TASK:
Designing and synchronising of central new business processes as well as staff and process resources world-wide between the American world-market leader for office software and its new European IT-process partner
ROLE/S FAKTOR3 CONSULTING
- Change-coach of leadership team
- Identification of team synchronicity for the necessary corporate change and analysis of causes for conflicts in one-to-one interviews
- Conception of initial approaches
- Weatherproof people skills and crisis-proven team and conflict moderation for rebuilding a consistent team vision and strategy
- Neutral initiator of solutions, working both in strategy and content
RESULTS:
- Restructuring of the executive management and distribution of partners
- Adjustment of roles and harmonising the corporate vision and strategy on executive management level
| MISSION ACCOMPLISHED |
INITIATING THE WORLD-WIDE CHANGE PROGRAMME — LAUNCH
TASK:
Setting up and initiating a comprehensive corporate change in a European recycling company with a leading worldwide market position
ROLE/S FAKTOR3 CONSULTING:
- Conceptualising change programme in a professional and methodologic way and installing it by internal executives
- Analysis of company situation
- Creating transparency for the necessity of the change
- Developing change vision together with the executive management
- Installing and developing change team, ensuring motivation and weather resistance
- Conducting change qualification “on-the-job”
- Building change programme in a holistic and durable manner = Starting
- Applying various change methods pragmatically and adjusted to the increasing level of maturity (world café, bar camps, blind walks, brain walks, Imagineering, DISG, …)
RESULTS:
- Change team regained trust from financial institutions
- Necessity of transformation is transparent internally
- Motivated high-performance change team is established
- New internal need for qualification is identified and the new internal academy is institutionalised
- Holistic change programme has been jointly planned and agreed
- Maximum involvement of many employees and executives in the corporate change has been realised
| MISSION ACCOMPLISHED |
CHANGE MANAGEMENT IN A MEDIUM-SIZED ENTERPRISE WITH A “SOCIAL” ORIENTATION — NAVIGATING CAREFULLY THROUGH SHALLOWS
TASK:
Accompanying the change in a medium-sized Westphalian social enterprise as part of the comprehensive corporate transformation
ROLE/S FAKTOR3 CONSULTING:
- Supporting the change steering team and designing and supporting a collaboration strategy and structure between the teams. The objective is to dissolve resistances in a medium-sized Westphalian social enterprise in the course of an extensive corporate transformation.
- Conception and moderation of strategic collaboration workshops for the seventeen-strong change leadership team in the executive management in order to introduce structured cross-departmental collaboration in the change process
- Moderation of development of change vision in the change leadership team
- Analysis, conception and moderation of team development workshops to enable specific cross-departmental collaboration
- Conflict moderation and coaching in the teams
- Conception and moderation of participation workshops
- Coaching of executives in order to support the introduction and implementation of a new leadership culture
- Support and consulting regarding the development of a communication plan and participatory measures.
RESULTS:
- The communication flow was restored by conflict resolution in the executive team, effective and engaged executive team was established
- The conditions for cross-departmental collaboration were set and implementation was ensured
- The necessity of corporate development and expectations are communicated clearly
- Internal resistance was identified and removed bit by bit
- Most of the staff and all executives were integrated in the corporate change
- Clarity was established and insecurities were minimised
| MISSION ACCOMPLISHED |
CHANGE MANAGEMENT IN A MEDIUM-SIZED WASTE DISPOSAL COMPANY - READY TO SET THE SAILS
TASK:
Setting up and accompanying a comprehensive corporate change in a medium-sized waste disposal company.
ROLE/S FAKTOR3 CONSULTING:
- Conceptualising change programme in a professional and methodologic way and installing it by internal executives
- Analysis of company situation
- Stakeholder analysis
- Creating transparency for the necessity of change
- Developing change vision
- Establishing change team
- Establishing change programme
- Training and applying change methods and developing understanding
- Identifying conflicts and resistances
- Training conflict management
- Training time management and the setting of priorities
RESULTS:
- Satisfaction of staff was restored, insecurities were removed
- The necessity of transformation is transparent internally
- Leaner processes and as a result, more flexibility and cost saving leads to more satisfied staff
- Hierarchy levels were removed.
- Employee motivation was increased by new, attractive tasks.
- Attractiveness as an employer has increased significantly for current and potential employees.
- Positive external effect was achieved since actions are in accordance with the corporate mission.
- Maximum involvement in the change of a large number of employees and executives has been achieved.
Change was successfully implemented.
| MISSION ACCOMPLISHED |