Structural and Behavioural Change: Change Management on Corporate Level

A lot has happened in organizational theory in recent years such as the introduction of new forms of organization (agile/cluster/holocratic organizations. What they all have in common is that they demand a lot of flexibility from managers and teams in terms of professional and disciplinary reporting lines, with coordination efforts increasing. 

I favor organizational development based on the following, simple principles: along the essential processes, with optimal management span of control, a match of responsibility, accountability and delegation, and an effective governance. Companies often lack the time and expertise to create effective structures or review existing ones, and these unfinished basics eventually lead to unevenly distributed workloads, silo thinking, an increased search for the right contacts to gather information and duplication of work. Let’s work on these basics together!

What’s important to me:

• True change is based on behavioural change - it is only by doing or looking at things differently that things change.
• Involving staff in the design of the programme and through "Join in" actions during implementation.
• Measuring success through key performance indicators, e.g. surveys or process measurements.
• Flexibility in the programme: Measures and priorities can be adapted to current events at any time.
• Change communication: Design and implementation of communication strategies, plans and measures, incl. individual support for the management level.