Munich, August 2012
Our expertise
The current market situation will lead to profound changes for many
companies – Management of the "Change Curve" is a must
Pressure from the
market situation
"Change Curve"
understand and steer change initiatives
is a scientifically tested framework that helps to
> Volatile financial markets and a (re-) weakening of economic growth
> Growing number of M&A (expected)
> Legal, economic and technological changes
happening with ever increasing frequency
> Rising demands on companies' risk management Motivation/ performance Anger/guilt Depression Testing Acceptance Integration Shock IMPACT OF CHANGE MANAGEMENT Time Denial
Changes must be implemented
more often, faster and more flexibly
ACTIVE MANAGEMENT OF THE CHANGE CURVE FACILITATES
… Understanding and anticipation of risks over the course of the change … Achieving longer-lasting results more quickly
AS-IS
Six principles stake out our framework for successful change
management (Roland Berger experience)
INVOLVEMENT
– Ensure that employees of the units/companies concerned are mobilized
and empowered and secure support from their direct superiors
5
SPEED
– Leverage a strict timeline, tailored CM tools/initiatives and pragmatic short-term
actions to achieve quick wins
4
MEASURABILITY
– Apply qualitative and quantitative criteria to ensure that the integration
progress is sustained and take necessary action immediately
6
TRANSPARENCY
– Establish open, timely and target-group-specific information and
communication on appropriate channels
3
RELEVANCE
– Articulate goals, benefits and importance of the planned changes and
ensure top management buy-in
1
2
FOCUS ON PEOPLE
– Understand employees' individual expectations and fears as the
focal point in the change process
Our approach to change management is based on three crucial
pillars: knowledge, willingness, ability
Elements of the RB change approach
KNOWL-EDGE
1
CHANGE CONTENT
All elements are based on identified change content, and are to be addressed systematically in a logical sequence, using appropriate actions at the right time
1
TERM
Short
Long
KNOWLEDGE – Information
> Transparency about the "what", "why" and "where to" (goals) aspects of change as the prerequisite for action
> Understanding of the impact of change on one's own tasks and ways of working
WILLINGNESS – Mobilization and support
> Confidence in the feasibility of change
2
> Opportunity for active participation
> Vents/channels for questions/criticism as well as fears and concerns
ABILITY – Skill development
3
> Skills and expertise needed to achieve goals
> Presence of networks, active collaboration exchange of and best practices
ABILITY 3 WILLING-NESS 2 LEADERSHIP KEY PRINCIPLE
We employ a pragmatic CM approach whose duration, breadth and
depth is tailored to your specific situation
Typical course of action in a change program
Features of our approach
FLEXIBLE
SPECIFIC
PRAGMATIC
> Adaptability to the project framework – CM overall program
– CM sub-project/module
– Individual CM elements/actions
> Customer-specific selection and use of elements (no indiscriminate approach) > Integration of existing change
approaches/capacity of the client
> Realistic goals
> Tried and tested methods and tools > Continuous progress measurement
Adaptable to suit your requirements
> DURATION of the program
> BREADTH of the issues and the scope
> DEPTH and intensity of interventions and support service
Analyzing initial situation Identifying the need for change Vision and concept Defining the key content for CM Implementing/ rolling out CM actions/ interven- tions Measuring the success of change
(during and after CM
interventions)
Designing and detailing CM initiatives
You will benefit from our broad experience which we gained
during numerous and diverse change management projects
PROJECT EXAMPLES
> Development of a 'change roadmap' and
harmonization of the leadership structure during a strategy realignment project
> Definition and implementation of various Post-Merger Integration and CM programs
> Conduction of cultural audits prior/during M&A, incl. definition of the target culture and
implementation of change management actions > Development of an extensive communication
concept supporting change in the top-management team
> Change management and communication programs for organizational redesign projects > Specific change management programs for
corporate transformation initiatives to enhance effectiveness and efficiency