Change Management & Communication

Transcription

1 1 Change Management & Communication Our expertise Munich, August 2012

2 The current market situation will lead to profound changes for many companies Management of the "Change Curve" is a must Pressure from the market situation > Volatile financial markets and a (re-) weakening of economic growth > Growing number of M&A (expected) > Legal, economic and technological changes happening with ever increasing frequency > Rising demands on companies' risk management Changes must be implemented more often, faster and more flexibly "Change Curve" is a scientifically tested framework that helps to understand and steer change initiatives Motivation/ performance AS- IS Shock Denial Anger/guilt IMPACT OF CHANGE MANAGEMENT Depression Testing TO-BE Integration Acceptance ACTIVE MANAGEMENT OF THE CHANGE CURVE FACILITATES Understanding and anticipation of risks over the course of the change Achieving longer-lasting results more quickly TO-BE Time 2

3 Six principles stake out our framework for successful change management (Roland Berger experience) RELEVANCE Articulate goals, benefits and importance of the planned changes and ensure top management buy-in FOCUS ON PEOPLE Understand employees' individual expectations and fears as the focal point in the change process TRANSPARENCY Establish open, timely and target-group-specific information and communication on appropriate channels SPEED Leverage a strict timeline, tailored CM tools/initiatives and pragmatic short-term actions to achieve quick wins INVOLVEMENT Ensure that employees of the units/companies concerned are mobilized and empowered and secure support from their direct superiors MEASURABILITY Apply qualitative and quantitative criteria to ensure that the integration progress is sustained and take necessary action immediately 3

4 Our approach to change management is based on three crucial pillars: knowledge, willingness, ability Elements of the RB change approach 2 WILLING- NESS 1 KNOWL- EDGE LEADERSHIP CHANGE CONTENT 3 ABILITY KEY PRINCIPLE All elements are based on identified change content, and are to be addressed systematically in a logical sequence, using appropriate actions at the right time TERM Short KNOWLEDGE Information > Transparency about the "what", "why" and "where to" (goals) aspects of change as the prerequisite for action > Understanding of the impact of change on one's own tasks and ways of working WILLINGNESS Mobilization and support > Confidence in the feasibility of change > Opportunity for active participation > Vents/channels for questions/criticism as well as fears and concerns ABILITY Skill development > Skills and expertise needed to achieve goals > Presence of networks, active collaboration exchange of and best practices Long 4

5 We employ a pragmatic CM approach whose duration, breadth and depth is tailored to your specific situation Typical course of action in a change program Analyzing initial situation Identifying the need for change Vision and concept Defining the key content for CM Designing and detailing CM initiatives Implementing/ rolling out CM actions/ interventions Possible areas for RB support Adaptable to suit your requirements > DURATION of the program > BREADTH of the issues and the scope > DEPTH and intensity of interventions and support service Measuring the success of change (during and after CM interventions) Features of our approach FLEXIBLE > Adaptability to the project framework CM overall program CM sub-project/module Individual CM elements/actions SPECIFIC > Customer-specific selection and use of elements (no indiscriminate approach) > Integration of existing change approaches/capacity of the client PRAGMATIC > Realistic goals > Tried and tested methods and tools > Continuous progress measurement 5

6 You will benefit from our broad experience which we gained during numerous and diverse change management projects STRATEGY DEVELOPMENT & IMPLEMENTATION MERGERS & ACQUISITIONS REORGANIZATION & TRANSFORMATION PROJECT EXAMPLES > Development of a 'change roadmap' and harmonization of the leadership structure during a strategy realignment project > Definition and implementation of various Post- Merger Integration and CM programs > Conduction of cultural audits prior/during M&A, incl. definition of the target culture and implementation of change management actions > Development of an extensive communication concept supporting change in the top-management team > Change management and communication programs for organizational redesign projects > Specific change management programs for corporate transformation initiatives to enhance effectiveness and efficiency 6

7 For further discussions, please do not hesitate to contact us directly OUR SERVICES Discuss our expertise and the details of our approach Conduct joint workshop to assess your specific needs for change Receive concrete support for all your planned changes Join our network of HR experts; participate in our next HR roundtable discussion Selected experts Phone Phone Dr. Tim Zimmermann Partner Munich +49 (0) Maren Hauptmann Partner Munich +49 (0)

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