Agility & Change Management

#Change Leadership #Change Communication #Change Enabling #Change Evaluation #Change Participation & Dialogue

The pace of change is accelerating exponentially and is increasingly presenting companies with major challenges – thus making agile change management a vital success factor. What’s more, companies need to adopt change as a fundamental attitude and integrate the corresponding approaches if they wish to remain successful in the future. Successful change management is the only constant in transformation! We offer a systematic, holistic approach to change management. In our projects, we leverage the most important factors of change. In the process, we rely on:

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Change Leadership

…with the goal of achieving a shared alignment in management and creating a firm foundation for the transformation.

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Change Communication

…with the goal of reaching people in the organization through messages aimed at specific target groups – with a mix of media in both new and established formats.

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Change Enabling

…based on the development of enabling concepts, as well as formats that are tailored to the needs of the target groups.

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Change Evaluation

…summarizes constant feedback on the achievement of objectives and the progress being made in implementation and identifies potential for optimization.

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Change Participation & Dialogue

…ensures feedback from all relevant perspectives for the adjustment of change measures.

OUR WORK

KION Group

Relevanz schaffen in der Transformation

Festo

Zielbild Digital HR und Digital Employee Journey

HSE24

Transformation durch einen agilen Veränderungsprozess

Melitta

New Work Framework

OHB System AG

Strategie erlebbar machen

Helaba

Entwicklung digitales Kompetenzmodell und digitales Ambassador-Netzwerk

Change Leadership

Why is it needed?

To ensure that there is unanimity and consistency regarding the understanding and communication of the reasons for and the imperatives and consequences of the transformation at the management level. Commitment to changes in management behavior, structures, and cooperation must also be ensured. A shared alignment makes the advantages of the change tangible for the upper management levels. Ensuring the alignment and visibility of top management makes it possible to talk about the change with “one voice.”

What do we offer?

  • Leadership alignment at the board and divisional management level ensures a common understanding of the vision and the urgency of the changes.
  • Company objectives and areas where change is needed are discussed at the departmental and group level in cascading leadership dialogues.
  • Managers meet regularly in cross-functional peer group meetings to discuss changes. In compact, moderated formats, the managers reflect on their own management behavior and their role as a change leader.

What are the benefits for your company?

The topic of leadership is an essential leverage and success factor in the course of an overall transformation or a change process. To connect this topic seamlessly with that of change management, it is necessary to involve all management levels and relevant stakeholders. The goal is to give every manager a clear orientation for their everyday actions as managers.

Change Communication

Why is it needed?

To create the corresponding awareness and understanding of the need for change. Changes can be communicated openly and continuously across all levels based on the change story. This facilitates a holistic approach to change communication and creates transparency.

What do we offer?

  • The development of a communication concept based on an analysis of the existing formats in the company. It describes key messages, channels, and tonality for each target group and program phase.
  • For this purpose, a detailed communication plan is developed in agreement with the milestones of the transformation.
  • The objectives and vision of the change or transformation are described in a convincing change story that provides arguments based on benefits for defined target groups. The change story describes the vision in clear, concrete terms. As a narrative leitmotiv, it communicates alignment and promotes acceptance of change.

What are the benefits for your company?

Because it is oriented towards target groups and positioned close to the organization, change communication enables transparency. Employees are won over by addressing their heads and hearts; they become committed and ready for change.

Change Enabling

Why is it needed?

Targeted enabling of relevant stakeholders in the transformation program and the organization as a whole. To enable managers and employees to successfully deal with new structures, processes, roles, and requirements.

What do we offer?

  • To promote continuous learning, workshops are offered for peer exchange and reflection.
  • Change toolboxes and communication packages (e.g. change principles, key messages, best practices) help managers apprehend their role as change leaders, communicate the changes effectively, and involve their employees in the change process (roll-out and peer group sessions, as needed).
  • An online platform offers, learning content on the topic of change management, which enhances the employees’ ability to help shape change.

What are the benefits for your company?

In the course of the transformation program, managers and program participants receive targeted training that enables them to function in everyday business as ambassadors of the transformation and/or the required changes. Employees are active participants in the transformation or change process, thus ensuring targeted, sustainable entrenchment in the organization.

Change Evaluation

Why is it needed?

Changes and progress are evaluated continuously to optimize the approaches in iterations and to adjust the measures. The targeted use of resources is just as decisive a factor as setting the right goals.

What do we offer?

  • Qualitative and quantitative evaluation of the change process with the goal of identifying optimizations.
  • A qualitative evaluation of the change process takes place in cooperation with the transformation team and through feedback from the participation and dialogue events.
  • A quantitative evaluation of the change process takes place through regular feedback loops (e.g. via the Click Me tool and online pulse checks) and provides valuable information on how the change process is progressing.

What are the benefits for your company?

Our approach offers a holistic and comprehensive overview of the progress of the change process and its effectiveness in the organization as a whole. The evaluation of measures ensures that resources are used effectively and sustainably.

Change Participation & Dialogue

Why is it needed?

Successful cooperation requires clarity in the roles, agile responsibilities and rules. Dialogue-oriented formats create space for different perspectives and make changes tangible. Dialogue and participation measures aimed at specific target groups enable the vision to take concrete form and create commitment to the required changes.

What do we offer?

  • A transformation team works in an iterative process with representatives from the entire organization and the transformation program to develop and pilot dialogue and participation measures aimed at specific target groups. The team ensures that the program and the organization as a whole are aligned with each other.
  • The integration of stakeholders and target groups in close, agile cooperation with a transformation team.
  • After implementation, dialogue and participation measures are evaluated in terms of their effectiveness in the context of the transformation program and adapted and further developed, as needed.

What are the benefits for your company?

The opportunities for participation and feedback ensure that large parts of the organization are able to help shape the change. Through integration, passive observers become driving forces for the transformation – with significantly more commitment and willingness to change.

IT Implementation

Why is it needed?

Every conversion in the system entails a change for the people in a company. Effective change management is a critical factor in ensuring successful acceptance, a sustainable understanding of necessary changes, and targeted application.

What do we offer?

  • Promerit’s approach to transformation ensures that every important stakeholder is integrated throughout the entire implementation period. The leverage factors of change leadership, change communication, change enabling, change evaluation, and change participation and dialogue ensure that change is sustainably entrenched in the organization.
  • By setting up a global network of change agents, you can identify change agents within the region, country, or business group who promote change in their sphere of influence.

What are the benefits for your company?

In keeping with their digitalization strategies, more and more customers are implementing cloud-based (HR) IT systems to standardize, harmonize, and automate their processes and systems worldwide. In this context, we provide answers to the following questions. How can companies change…
…from local processes to global standards?
…from manual methods to a digital organization?
…from “knowledge is power” to transparent information (e.g. public profile, knowledge sharing)?
…from hierarchical structures to self-organized teams/individuals (e.g. employee self-services)?
…from silos to agile networks (e.g. collaboration platforms)?

WIE WIR ARBEITEN

NUTZERZENTRIERT

…durch die Anwendung von Design Thinking Methoden, Gamification- und Persona-Ansätze

AGIL

…durch Prototyping und den Einsatz von Projektmethodiken wie SCRUM und agiler Unternehmensentwicklung

GREIFBAR

…durch Storytelling, klare Botschaften und zielgruppenadäquate Visualisierung.

DIGITAL

…durch technische Umsetzung und das Erlebbarmachen in Form von testbaren Mock-Ups

HUMAN

…durch Leidenschaft für Digitalisierung und Spaß bei der Arbeit

MIT IHNEN IM TEAM

…durch einen kooperativen Ansatz von Planung bis Implementierung

DIGITAL HUMAN

Der Mensch im Mittelpunkt der Digitalisierung

Mit hochkarätigen Co-Autoren aus Wirtschaft und Wissenschaft ist es Dr. Bettina Volkens und Kai Anderson gelungen, in ihrem Buch „Digital Human – Der Mensch im Mittelpunkt der Digitalisierung“ den Status Quo der Digitalisierung in Europa umfassend darzustellen. Sie geben grundlegende Antworten auf die Herausforderungen der Transformation. Mit einem Ansatz, der den Menschen in den Mittelpunkt dieser Entwicklung stellt. Was ist wichtig für Unternehmen und was nicht – das erfahren Sie hier.

Your contact persons

Dr. Daniel Tasch Partner & Member of the Board

Cynthia Wenzel Principal

Contact us



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