Cases | Typical Problems and Concerns
Agile Change Management
In an insurance company, a strategic growth program was approved by the supervisory board. However, the majority of employees felt poorly informed and received the announcement with restraint. The strategic initiatives and operational implementation were to be accompanied by flanking change management.
Due to the high complexity, an agile change design was set up and continuously adapted to unforeseen events. Particularly important was the close linkage with strategic and functional topics, so that change management was not "running behind to repair", but was thought through from the beginning.
Since adjustments to the procedure were made expectable by the agile logic, their acceptance increased. At the same time, this also increased the accuracy of fit and effectiveness of the measures.
The previously internal cybersecurity unit of a DAX company was to offer its services on the external market in the future. For this transformation, the internal culture was to become more service-oriented. A long-term organizational development process focused on the corporate culture.
To this end, a broad survey of interviews and workshops was used to develop a strictly data-based description and explanation of current behavior patterns. From this, it was possible to derive the respective area-specific fit with the targeted strategy. The result was a customer-specific culture roadmap. Implementation included both global top-down measures and local bottom-up measures, which were driven forward with great energy in self-organized teams.
Central to the success of the culture change was the qualitative, in-depth capture of the corporate culture and the appreciation of existing strengths.
An internationally dispersed project team was tasked with programming software solutions in a large digitalization program. However, the project management was dissatisfied with the team's work performance. A team development workshop was to reflect on the situation and decide on improvement measures.
The workshop was initially preceded by executive coaching of the project management and the PMO in order to clarify their goals and hypotheses in a structured manner. In the workshop itself, the focus was less on searching for causes and more on developing a common picture of behavior and behavioral dynamics in the team by changing perspectives.
Through enlightening insights in the workshop, the agreed improvement measures were actually implemented by project management and the team in the following week.