Good corporate management needs a self-changing organization
If you want to maintain your competitive position you have to be able to constantly anticipate market conditions and play a key role in shaping them while stabilizing and improving acceptance among all relevant stakeholders. Companies become faster than the competition when they drive change processes forward and stabilize there core business.
We have successfully worked with leading companies and other organizations from diagnosis to implementation, achieving sustainable changes in patterns of action and thinking that have led to actual changes for the benefit of our clients. This has been achieved both in the context of change- and transformational processes. During the consulting process, the persons involved and the entire organization acquire the competencies in a holistic procedure via an appropriate combination of processes and formats that lead into a change management in which transformational processes are an integral part of your organization’s capability.
Questions that our clients are currently dealing with are e.g.
What kind of deep processes versus shallow processes should we handle and how, so that change management becomes the competency of our entire organization?
How can we simultaneously run our core business, make the necessary changes and meanwhile acquire the competencies for our present and future change management?
What is the relationship between change and innovation and stability?
What is the optimal structure of our organization?
How much agility makes sense?
The action diagnostics that we have developed for organizations makes, change management in companies becomes effective right from the first steps of a reorganization. In the beginning, we lay the foundation for sustainable change management. This is in harmony with the other instruments of corporate management, such as corporate culture, strategy and human resources, and creates long-term value. This is possible when the attitudes, competencies and behaviors of top management, middle management and employees change accordingly.
The result is what we have been calling a “healthy organization” for over 30 years and which is now often referred to as “organizational health.