Change Management


The implementation of the new IT system to manage all processes at the production site was supported by change management planning, execution, and evaluation. The system migration took place on a specific date. Process adjustments were planned in advance and further optimized during live operation in the following months.

Groß & Cie. first developed the change program in the areas of leadership, communication, training, support, and evaluation. It was not only important to ensure the operational performance of the facility at all times and, for example, to train staff in the new skills required. Rather, it was essential to convince managers and employees of the benefits of the new processes in order to achieve rapid implementation.

After the successful conversion of the IT system—the “mandatory” phase—the “optional” phase followed: further improving the new processes to sustainably increase quality and capacity. Groß & Cie. was responsible for change management, including project management. In addition, selected measures were designed and implemented. For example, this included the conception and facilitation of the first two management conferences, the conduct of “Lessons Learned” workshops, and the introduction of a new training platform.


The catalyst was the merger of several companies that had previously been acquired. This resulted in a restructuring of sales and relocations, particularly in back-office areas.

The change management process initially involved a cultural analysis of the various companies, which offered a broad portfolio of products—ranging from medical nutrition to prescription medications. The areas of focus for the change program and potential sources of conflict were identified.

A key focus during implementation was the development of a comprehensive change communication program, including the creation of a slogan and logo that were used for two years to symbolize excellence in the joint integration process. Measures included a kick-off conference and workshops for executives. Project management spanned nearly a year.


In the context of a merger of three companies into a new holding structure, all systems and processes were reviewed. There were differing interests across locations and departments. Consolidation was urgently needed.

The companies’ backgrounds (some with a municipal utility history) differed significantly. The cultural analysis identified common ground and areas of action where employees and managers could find common ground. This was followed by a) the development of a shared value proposition, strategy, and key performance indicators, as well as b) guidelines for implementation and ongoing optimization.

Consulting tasks also included project management, the development and support of all communication measures, and the development of the necessary situational leadership skills.


The merger to create Germany’s fourth-largest IT service provider was intended to generate synergies and boost innovation. Both companies were shaped by their origins as data centers within the VR banking network.

First, the mission statement and master story for the merger were developed. The change concept placed great emphasis on “engaging” all employees and executives. At the same time, the most important integration measures, such as the selection of future executives, were to be implemented as quickly as possible.

This process was supported by change management during implementation, and the results were evaluated. In addition, selected measures were designed and supported during implementation. For example, the first two executive conferences were conceptualized and facilitated.

Talent Management


As part of the new corporate values, the necessary competencies needed to support them were to be developed, particularly among executives. The focus was on sales and customer service as the most critical areas for implementing these values in customer interactions and as “pioneers” of digitalization.

In the first step toward Digital Leadership” workshops and a pulse survey were used to assess the current situation and identify needs. Based on this, measures were designed and presented at employee fairs at each location for discussion. The dialogue strengthened buy-in and led to further refinement of the concept, including for the subsequent change management.

We supported the development of a specific talent management system for customer service. The pursuit of digital leadership led, for example, to the implementation of a learning platform to make “on-the-job” experiences immediately available to all employees. In all areas, lessons-learned sessions were held to review the implementation of the respective tasks and processes and to define further operational changes.


The healthcare industry is still in the early stages of digital transformation. However, new business models are already on the horizon. For a successful transformation, existing competencies must be consolidated and combined with new skills, including those brought in from outside by experts or startups. Even a large corporation cannot develop and maintain all the talent necessary for digital transformation on its own in a timely manner.

Groß & Cie. first developed the concept for the new “Digital Squad,” which initially formed the nucleus of the transformation. The topics covered not only the structure and processes, the selection of the core team, and the definition of their roles. From the very beginning, leadership and communication throughout the entire organization, as well as training and learning formats to reflect on the results, were also crucial. Even managers and employees who were not initially directly involved in the “Squad” were won over as supporters. Because as soon as a project or process is “ready for production,” the “line” within an organization is called upon.

It quickly became clear: Talent management and change management go hand in hand in digital transformation. The skill set for “ability” and the mindset for “willingness” must be developed simultaneously. That is why “quick wins” for the current business were also important, such as better data analysis for more efficient treatments. Practical benefits were quickly realized. One thing is certain as a result of any digital transformation in a company: On the path to new business models, there are already many potential improvements for the existing business that offer a competitive advantage.


In the competitive IT industry, a lack of sales success quickly leads to reduced employee retention. Therefore, a “Retention Profile” was first created to evaluate the company’s performance in light of employee needs, including a comparison with the market environment.

Employee retention was increased through measures that took effect quickly and simultaneously boosted sales success. These included, among other things, moderated focus groups with customers to make employees aware of shortcomings in sales and service and to bring about a change in their own behavior.


Within the firm, partners, individual auditors, and attorneys were not benefiting sufficiently from one another. At the same time, administrative processes were too cumbersome. The foundation for sustainable change was the creation of a shared understanding of the issues through focus groups and workshops.

Building on this foundation, the organization was conceptually redesigned, with ongoing review in feedback groups to ensure buy-in from decision-makers. The process was facilitated, and results were tested with the stakeholders. The transition took place on a specific date to focus internal attention and promote a shift in mindset.

Coaching & Training


The ability of executives to practice bimodal leadership is fundamental to the successful digital transformation of companies. On the one hand, existing processes must be continuously optimized. At the same time, the business model must be rebuilt.

The training was tailored to the bank’s specific needs: The focus was on the practical application of agile methods through participant interaction—not merely on imparting skills. Progress and obstacles were then reflected upon during team coaching sessions. In this way, all managers benefit from their colleagues’ experiences and develop a new team spirit “along the way.”


The restructuring of the entire corporate group was intended not only to improve processes but, above all, to unlock the combined business potential of the various divisions. To achieve this, the willingness and ability to cooperate had to be established or enhanced among all executives.

Following the development of a concept for change management and future talent management, the program for executives was implemented. The focal point for all activities was the biannual executive conferences: The new processes and structures were intensively addressed, experiences were exchanged, and the next steps were coordinated.

Groß & Cie. also took charge of the training program for executives, particularly to enhance their competence as change managers and to implement the new business processes. In subsequent team coaching sessions, experiences were shared and best practices for leadership within the corporate group were identified, including a focus on digital leadership.


As part of the standard succession planning process within the sales organization, the junior managers were prepared for their respective new roles. This included addressing personal concerns regarding the new responsibilities, assuming new roles, and working with new team members, among other things.

Depending on the individual and the situation, various tools were used, such as working with the so-called “Inner Team,” identifying limiting beliefs, or providing support in decision-making with the “Needs Meter.”


Triggered by the addition of new partner groups to the tax division of the auditing firm, the goal was to unlock joint business potential. To achieve this, the willingness and ability to cooperate had to be established or enhanced among all professionals.

In individual interviews with partners and focus groups with employees, the current status was assessed and the requirements for team development were determined. This led to the development of an action plan that focused on the involvement of partners and employees from the very beginning.

During implementation, the initial measures were supported by an external coach, such as workshops designed to help participants get to know and appreciate their commonalities. As the process continued, support was provided on an ad hoc basis through individual “Centric Coaching.”