Change and change management

Initial situation

The successful growth of a company, a new strategy or technical innovation will usually lead to new structures or restructuring.

An integrated organisational development process tightly interweaves structural and procedural changes with alterations in the behaviour of staff and executives.

Changes must therefore cover the "hard" as well as the "soft" dimension of the organisation: Structural change without cultural change results in idling: cultural change without structural change results in activism. What is needed is for the organisation to change direction and the people involved to change their way of thinking.

Familiar patterns of thinking and doing are to be questioned and structural and cultural changes are to be made in parallel. For the role-players - in particular those on the second level of leadership - this often means bidding farewell to cherished habits and spheres of influence.


"Clean slates" and "thinking big" are helpful when it comes to handling the realignment of organisational units and divisions.


This clarification and discussion process must start in an open and generous framework in order to get to know the different views and to ensure a joint understanding of the alignment to be achieved.

Clarification to sound things out narrows the "funnel" and ultimately leads to a concept.

This method supports a resource-saving and efficient procedure. It prevents any topic from being discussed at any time and the discussion jumping between issues.