10 tips for the change in Company
The framework conditions in politics, the economy and the environment are constantly changing. Businesses need to adapt to
- to build up new competitive advantages,
- to open up new markets
- to develop new products
- to increase the performance,
- to improve the effectiveness of resource use,
- to fulfill the interests of the stakeholders (employees, customers, owners, suppliers) in the long term,
- to keep up with the competition
- to flourish sustainably.
The following ten aspects that can help you to sustainably implement changes in your company:
1. Strong companies can change
Too often, changes are postponed too long because "things are going well." But only a stable company has the capacity to make effective changes and secure its strong market position over the long term.
On the other hand, in companies with problems, the fear of failure leads to preferring to do nothing but the wrong thing.
2. Involve employees
Many change initiatives are decided at senior management level without serious discussion with those who are to implement them and feel their consequences. Problems with changes have an effect on employee confidence in change management.
If the individual sees himself as above all inconvenience, he will not support the change. But without the support of employees, no initiative has the potential to be fully effective.
3. Individual view
It is important to recognize the difference between a change that has positive effects for the company and one that is positive for the individual employee. The former is rather irrelevant to the individual when he sees himself as a loser, because his perspective is colored by everyday life around him.
If there are more disadvantages than advantages for the individual employee (felt), it will be difficult to convince. To overcome any problems, it is necessary to understand the change from its perspective.
4. Solutions from everyday business
If employees are involved in a change initiative right from the start, they can also be inspired by it. If they have the opportunity to find solutions for the identified problems and side effects themselves, objections and concerns will not become an obstacle, but an opportunity.
Good ideas come not only from the upper management levels, but often exactly from the people who are daily confronted with the daily business.
5. Appreciation gives security
For employees to share their ideas, they must be sure that they are valued and taken seriously. Even an occasional failure may not be charged to the employee, but must be understood as part of the improvement process.
This includes not only listening to objections seriously, but even encouraging employees to actively criticize the project.
6. Permanent information
Convince fast results. The first tangible results should come in very soon and be communicated.
This is how employees experience that the changes actually benefit the company. Open communication also promotes community thinking and helps everyone feel involved and actively contribute to change.
7. The decision directs the change
The wrong decision can not only waste time and money, but also have negative effects and weaken the company. It is important to find the right - most urgent, the most effective, the most powerful - improvement.
It only makes sense to start directly at the bottleneck. The bottleneck can be a highly specialized team, a machine, a process, or, very often, management attention. Once identified, leverage can be used to achieve effective improvements.
8. Holistic approach
This decision must be subordinated to all other areas of the company. For the resounding success of an initiative, a holistic approach is inevitable. Radical rethinking is necessary:
A shift from area or tribal thinking to the holistic collaboration of all employees towards a common goal.
Too often, robust planning is neglected. One would rather go straight to action. But the plan offers a clear roadmap, which we just need to go through.
Possible unwanted side effects have already been worked through and countermeasures taken. At the same time it helps to monitor progress or necessary course corrections.
10. The process of change is never completed
Giving up old ways of behaving is one of the most difficult aspects of fundamental change. Many internal processes have to be adapted.
If a company ensures from the beginning that continuous monitoring is an integral component of change, warning systems should protect against surprises. Last but not least, it is essential to never consider the improvement process as finished.
Even if a company with an improvement initiative has gained a decisive competitive advantage, it should not rest on its laurels, but use the solid base as a springboard to already plan the next step.
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