Managing change (reactively)
Many business and economic processes accelerate and hence change conditions for companies. These changing parameters, caused e.g. by a merger or by altered market conditions, can require a continuous adaption of the company’s strategy and structure. And they require a leader, which leads people through this transition and manages the change.
That is, however, precisely the point at which many companies fail. Employees feel overstrained by the change and are not sufficiently informed about the sense and purpose of it. Only if a manager succeeds to convey a positive attitude regarding the unknown and new to the employees, the company can further develop positively.
Driving change (proactively)
On the one hand, it’s a matter of dealing with changes, which are caused externally. On the other hand, however, it’s a matter of providing impulses to drive change proactively oneself and this way to be fit for the future as a company.
The basic assumption of systematic leadership is that a system contains everything, which is necessary for its existence and its self-organization. To initiate a change, however, the system needs strong impulses, which throws it off-balance in short-term so that it is stimulated to reform. And these are the changes, that are essential to build an agile and flexible company, which can adapt to changes over time.
Typical change processes:
- Development and implementation of a strategy
- Development of a company and leadership culture
- Post-Merger consulting