A typical initial situation

You have launched a change initiative within your company. A project has been set up and started. The AS-IS picture has been drawn and the TO-BE concept is available. But implementation is going slowly. Resistance is stirring, as a consequence the change impact is softened, and finally people move back into their comfort zone. This phenomenon is not an isolated case, but many companies and managers share this experience. Main reasons for failure of projects include the lack of communication, the lack of involvement of important stakeholders and the lack of flexibility in adaption of to-be-concept. As a result, project costs for analysis and concept design are wasted and targeted opportunities for performance development are missed.

You will ask critical questions

  • How can we move employees out of their comfort zone and take them on the journey of change?

  • What change management measures are necessary?

  • How can we actively involve the management team in the change process?

  • How can we keep the momentum and ensure the return on investment?


We put our emphasis on anchoring change management as a critical building block of the project design from the start of the project. Active change management is not limited to implementation phase but accompanies a project through all stages.

Change Management Audit

During the analysis phase of a change project, we assess the maturity level of the change culture of the company. Relevant dimensions concern the willingness of people to change, the level of change management experience and the internal communication processes. Related to current project we look at the resource situation, expectations of people and existing fears concerning the change impact of the project on personal roles & responsibilities. The maturity level of change culture is the basis for   the design of the change management concept

Change Management Conzept

The change management concept provides the roadmap for change implementation. It’s not about “what”, but about “how”. Communication is a critical success factor. An adequate communication plan is to provide transparency to people concerning change impact of the project to roles & responsibilities and processes as early as possible. This provides the management team the opportunity to become aware of potential barriers and resistance to change in an early stage and to develop adequate organisational and training initiatives to facilitate change.

The management team has an important role in making change happen. The concept of Change Agent prepares the management team for this role. It ensures that all managers, who are required to facilitate change during implementation, fully understand the to-be concept and are able to explain it to the employees.

Finally, the change management concept also provides an answer to the question of agile adaptation, how experience gained from implementation can be used systematically to adapt the to-be concept.

Change Management Live

In the implementation phase we stay on the ball and we actively support your management team in the change process. Speed is crucial because what is taking too long does not happen in the end. However, extra communication loops are always well invested because objections and resistance from employees signal the need of additional information about the strategic context and personal benefits of the change.

The process of change monitoring is designed to provide valuable feedback from the organisation and to serve as a navigation system on the way of change. In combination with an approach of agile adaptation it triggers the use of lessons learned during implementation to improve the to-be concept and thus to realise a breakthrough of targeted change.


You realize the targeted return on investment for your change project.

  • Project targets are fully achieved.

  • You utilize full potential of opportunities during implementation.

  • Your employees experience a successful project.