Org. Change Management
Theories about how organizations change draw on many disciplines, from psychology and behavioral science, through to engineering and systems thinking.

The underlying principle is that change does not happen in isolation – it impacts the whole organization (system) around it, and all the people touched by it.

A systematic approach to OCM (Organizational Change Management) is beneficial.
By formally setting expectations, employing tools to improve communication and proactively seeking ways to reduce misinformation, stakeholders are more likely to buy into a change initially and remain committed to the change throughout any discomfort associated with it.
Key words
  • Challenges of growth, especially motivated by technology (e.g. BYD, Mobility)
  • Changes in strategy, competitive pressures, including mergers and acquisitions or SSC build-up's (IT as an asset?)
  • Sponsorship buy-in abolutely mandatory
  • Change readiness to be evaluated
  • Execution has to be planned in detail, but "expect the unexpected"
  • Change Agents or Change Networks useful
Typical methods
  • Different change theories like Change Curve, Kotter's 8-Step, etc.
  • Mind maps, brainstorming, workshops, trainings, coaching
  • Impact analysis, gap analysis, different assesments
  • Communication plan, communication management, steakholder analysis
  • Resilience management and resistance prediction
  • Communication tools (Intranet, e-learning, social platforms)
  • Governance, BSC, metrics
  • Transition plan