A change process is planned, and excitement is increasing among management, management, and employees. Has everything been considered? Are all the steps known? All tasks assigned? Here, we discuss the classic risks and opportunities of change management.
First of all, Not every desired change process is the same. The spectrum ranges from minor structural process corrections, perhaps even at the department level, to adapting the business model with far-reaching consequences. In the first case, only a handful of people may be affected. In the second, an entire company, including suppliers, investors, and customers. What they all have in common is the need for security!
Risk 1: “It’ll be okay!”
A lax, everything-is-half-as-wild mentality is risk factor number 1 . Anyone who believes that management and top management can initiate profound change together has yet to understand change management. Change management is primarily about building on existing networks or establishing networks for the first time. Why is it like that? The reason is to create acceptance in the company and corporate environment. Otherwise, you will need help implementing change using a top-down approach. We have already referred to change models in our article Methods and Models. They all ask that the need for information and exchange take center stage. Only if all stakeholders – including employees- are involved – are involved will the chance of successful implementation increase.
Risk 2: “The miller doesn’t have to know that!”
Various formats are often used in a mix to meet the need for exchange. This includes newsletters, articles, and interviews that can be viewed via the intranet, team meetings, workshops, and additional consultation hours with team leaders or management. As everyone across departments understood, communication is of immense importance to move through change together. Offering the organization the opportunity to exchange ideas is an essential first step. However, communication is also a supreme discipline. Too much can be communicated or too little. It must be communicated earlier or earlier. The information can be presented in bits or bulk. Communication is more critical in change management of the overall strategy. It should only be led by professionals with extensive experience as change agents or external consultants.
Risk 3: “Time is money!”
The roadmap is in place, communicated, and completed in the first round of acceptance. Of course, problems arise here and there: a team leader who needs more methodological knowledge, an employee who does not agree to the new conditions, or an unsettled investor. There is nothing that can’t be solved with training, conversations, and numbers. In short, The management and upper management sit back with a victorious smile, and a feeling of having done it spreads. Unfortunately, risk often lurks at this point. In this phase, the new work steps should slowly become established in the organization. However, the company’s employees need to be given more time to learn. The costs of the transformation process were already escalating, so it was time for normality to return. However, if employees are not allowed to learn, a relapse into old patterns is close. Uncertainty and dissatisfaction are making their way. To avoid this cliff, your strategy should always consider the learning time factor.
The opportunities at a glance
The opportunities can also be identified directly from these three common risk factors. For example, suppose a company avoids risk and relies on networking knowledge, skills, and expertise from the start. In that case, it will develop its full potential: new interfaces are created, communication channels are shortened, and synergies become noticeable. The black box-like working side-by-side has ended, giving way to more efficient structures.
The communication factor is becoming increasingly important for companies. The time in which companies are managed purely hierarchically and everything is pushed through from top to bottom is ending. Topics such as employer branding are becoming the focus – it is becoming more important that employees can identify with the employer. Archaic structures are no longer well received. Participation and the ability to think alone are becoming more and more popular. If communication is proper in a company, entries on review portals like Kununu will be short in coming.
And last but not least: Of course, a good managing director has to insist on numbers. It should be remembered that learning time is always an investment in your own company. Employees who are taken by the hand, adequately trained, and trained are guaranteed to be more likely to commit to an employer than employees left alone to deal with structural and technical challenges. So, retaining employees also pays off! Because every employee who leaves a company after a long period also loses essential knowledge.