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.