Transformation initiatives often lead to radical changes that typically affect the whole company. Transformation is about much more than the implementation of new processes or even “just” IT solutions.
We take proactive measures – and this includes proactive transformation management – to take specialist departments forward into the driving seat from “zero hour” onward. This happens in very different ways across a very broad spectrum:
Within the framework of the CAMPUS® approach, we have managed entire corporate divisions in project mode. Teams are supported in “re-inventing” themselves and their companies in new future-oriented setups.
Sometimes very simple things can make the difference between success and failure in projects, for example:
Even though we generally like to talk about standardization, the facilitation of change calls for an individual approach.
When establishing a change framework or even a transformation plan, the following factors need to be considered: business model, corporate culture, and background experience of the managers.
Change takes us out of our comfort zone of routine and, although we humans love our comfort zone, this ability to change is the basis for the success or failure of joint initiatives.
In upcoming issues, we will give you some insights into the everyday environment of such transformations.
Top two results: fully agree / somewhat agree | four-level scale
Source: Marketagent; Leitbetriebe Austria, October 2019, Mitarbeiter Magnetismus, Page 17