Background
A change initiative (e.g. reorganisation / new responsibilities) gave rise to uncertainty, resistance and delays in implementation. Management and staff had differing views on objectives and areas of responsibility.
Challenge
The project made sense from a technical point of view, but its practical implementation failed due to a lack of clarity regarding roles, poor communication and a lack of direction.
HOLSTEIN:CONSULT’s approach
The first step was to identify the root causes: whether they lay in the structure of the project, in management communication or in the organisation’s capacity to adapt.
Building on this, a change management consultancy programme was developed, supplemented where necessary by measures for leadership development or team development.
Result / Effect
Roles and responsibilities became clearer, communication more focused, and day-to-day implementation reached a good level of consistency. The change programme gained in commitment and appeal.
Suitable power:
→ Change management consultancy
