Is it time for a strategy change in your company? Take an active approach. A strategy change may be in the offing if, for example, you have thus far been able to grow on your own, but now have to rely on acquisitions to remain competitive. It’s logical. Especially for those who have made the decision. But do your employees also understand the change in direction? How should day-to-day business be structured now? And who in the company should you bring on board so that it’s a success? In a systematic culture change process, you successfully integrate your new strategy into your company’s DNA step by step.
Two become one. If two companies merge or one company acquires another, all parties involved face a great challenge. How do we merge two companies into one organization? The problems are usually less to do with the formal conditions; rather, it is culture that can become a pitfall. After all, if you aren’t speaking the same language internally, how will customers be able to understand you?
A culture change process helps you to
Nowadays work is often organized locally. Employees are spread across different branch offices, perhaps even in different countries. Some increasingly work from home or on the move. But has your company culture adapted to the changing conditions? Has it developed at the same time? In a culture change process you develop a pragmatic timetable with a clear target: for your employees to work together hand in hand across sites.
Grow globally! You are expanding your activities to new countries. But are you aware of this? Say, for example, you are in Beijing and are negotiating cost-efficient production sites, professionally and based on the facts. You then ask a clear question, but the Chinese people you are talking to simply smile nicely instead of answering. This illustrates significant cultural differences. We firmly believe that only those who know how to correctly handle these cultural aspects will be successful globally. This is also the case if project teams or entire workforces work on an international level. Prepare your employees for the international stage with a culture change program.
So that ‘culture’ does not remain an abstract concept but can be specifically measured, we use the Culture Bridging Fundamentals (CBF©) tool. The methodology behind this was developed by our experienced colleagues in France for the purpose of assessing your company culture. It highlights the cultural gaps and similarities between two or more companies and is a perfect starting point for the integration process following mergers and acquisitions. CBF© can also be used within an organization and can illustrate what currently separates you from your target culture. You therefore know exactly where you have to start. This makes CBF© the basis for quick, efficient change.
Studies show that engaged, motivated employees are loyal to their companies. And they knuckle down when the going gets rough. But how involved are your employees? We can clarify things for you using the Employee Engagement Index. In this process we conduct an anonymous survey at your company and classify the results using our extensive database. You therefore not only discover the general mood in your company, but also how your workforce compares to other enterprises. You benefit in two ways from our unbiased view from the outside as we also derive recommendations for action for you.
Are you in the middle of a change process and would like to know precisely where you currently stand? No problem. Our change barometer illustrates progress made in the change process. It is based on a set of seven critical success factors. The change barometer measures your workforce’s level of knowledge of and interest in the change and their current level of commitment to it. We not only provide you with our findings in the end; we also help you to take the next steps required. We communicate the findings together and improve what can be improved.
People make change possible. We give them the competencies they need to make a culture change process a success. This involves training executives and training change agents in your ranks who
We begin our culture audit by examining where you stand and what your current company culture is, determining which values, norms and ideas are prevalent within your staff. We then look at how these originated and at what goals you seek to achieve through the change process. Here, we assess where your change vision and your existing culture correlate, and where there are gaps. The culture audit process will provide us with precise answers in these respects. Based on these findings, we compile an audit report containing concrete proposals on how to close the gaps identified. The proposals are structured according their costs and benefits. The report will provide you with a tangible, coherent overview of your culture change plans.
After conducting an in-depth analysis, we set about compiling a strategic plan. Much like putting together a team, we identify important influencing factors and key players, and determine what communication methods are best suited. We also clarify what the requirements will be in terms of system adjustments, leadership responsibilities, time and resources. Here, we are entirely realistic. Change cannot be achieved overnight. But with good planning, the change process can certainly be accelerated. Key to this is a shared understanding of what change is. Last but not least: We always plan things on three levels – technical, political and cultural. Only in this way can we effectively realize your change goals.
Once the plan has been completed, it needs to be implemented in a timely, coordinated manner. Not all employees will necessarily be happy about the steps that this entails. Indeed, many are likely to exhibit resistance, which is a very normal reaction to change. There will also be obstacles to overcome. All of these aspects as well as the corresponding responses will need to be calculated into any plans. This applies from the concept development and implementation phases through to the monitoring phase. Indeed, it will continue to apply even when the new procedures and behaviors have become routine.
We provide the expertise required to help you competently implement and monitor your change processes. On the ground, however, the task of executing change will be the responsibility of your management staff. We therefore prepare your management staff for this task, helping them to develop the change competencies they will need. This will involve training them not only on suitable methods, but also in terms of attitudes and behaviors. We also train employees to serve as “change agents”. These people are tasked with maintaining an overview of the change processes and ensuring that things stay on course. In cases where it makes sense to train the entire company on how to deal with change processes, we provide all employees with basic practical knowledge in this respect.