Transformation Management
I believe: Transformation is more than "normal" change. It is not linear, but more dynamic, deeper, broader, more radical, in leaps and bounds. It is transformation, not evolution. Transformation management is therefore not comparable with "classic" change management, which is more aimed at generic, more comprehensive, and more unspecific change.
We align the technical solution, also known as the build of the solution, as well as test campaigns and hypercare support to the accompanying learning and adaptation fields. The hypercare support describes an additional and intensive support of applications or systems post go-live.
If the transformation weakens in only one of these three dimensions, a small thing can quickly turn into an insurmountable obstacle - instead of celebrating success, escalations must be managed.
Such statements are indicators that something is not right: the entire set-up might be wrong, individual employees or entire teams may have been left behind and "lost" or employees are overwhelmed by the situation and more. How do you get out of such a dilemma?
Participation is a possible magic word - those affected can be made participants: We can let them participate in the project approach and also in the progress of the project. We can and should involve them - not only in the "what?", but especially also in the "why?
In the course of numerous projects, we have developed various formats to make precisely this participation an integral part of the daily project life.
Our structured walkthroughs (SWT) are a good example of participation.
Employees and organisation are at the core of every measure: in communication, in ensuring business participation during the transformation and during the training in preparation for going live.
In the end, there can and must always be just one project: mine.
And by that I mean: Our joint project, yours and mine!
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Transformation Management
