Consistently implementing change.
Through clearly defined milestones.

Nothing good happens unless you do it. This well-known saying remains as relevant as ever, especially in change management. Implementation requires consistent project management, backed by senior leadership with a clear mandate and the necessary authority. The first step in implementing a transformation is setting the goals and strategy. Implementation should be considered at this stage—not only after planning is complete. After all, every good idea or strategy must be implemented within the existing company structure.

As an experienced project manager, Groß & Cie takes on the implementation of the change program. This project management is usually temporary, especially when the company lacks the necessary change management knowledge and experience. This is because the tasks involved in change management differ from standard business operations. These include setting up and operating the project management office, where all threads converge. It also includes risk management and quality assurance. Especially in these sensitive areas, which are fundamental to the success of any project, companies need “neutral arbiters” like Groß & Cie. to ensure a balance of interests and clear priorities.

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Simply establishing a temporary Project Management Office (PMO) that connects all lines of the organization demonstrates to everyone in the company the seriousness of the change program. In fact, only a PMO enables the kind of multi-project management that is necessary for most change programs. The PMO’s overall management therefore focuses primarily on coordinating project processes to identify and manage the interdependencies among subprojects.

In addition to situational management tools for reporting and controlling, proven IT tools for complex programs—such as MS Project or Change Point—are also utilized. This allows conflicts to be identified before they arise during the project and resolved in a goal-oriented manner with the relevant functional departments. Last but not least, a PMO also makes it much easier to provide coaching for all other involved managers who have little experience with comparable projects. With the PMO, the change program has a point of contact!

Many challenges in change management arise during implementation from functional departments—such as IT migrations—or from the organization itself, such as a lack of resources and expertise. Or managers and employees simply refuse to do what they’re supposed to. Resistance usually arises suddenly, but it is predictable. Groß & Cie identifies potential risks during the course of the project and develops appropriate solutions—again as a neutral third party focused solely on the project goals.

Quality management (QM) is equally crucial and is incorporated as an integral part of change management right from the start. Key points are the milestones, for which a precise description of the project status and the resources deployed should be defined. These quality benchmarks enable a structured review of activities to date and the necessary adjustments to the next steps—especially if milestones are not met—without, of course, calling the fundamental objectives into question.

In addition, existing QM systems within the company, such as the EFQM model, should be utilized in every project whenever possible to leverage proven standards and ensure that the effort does not exceed what is necessary.

In change projects, new skills must be developed quickly within the organization. In addition, the newly acquired knowledge should be documented and made available for future projects. As with quality assurance, existing systems can be utilized. However, it is advisable to also employ new tools that can quickly address the specific requirements of the project, such as blended learning or wikis. Both enable the rapid development and transfer of necessary skills. As a result, managers and employees realize that the change project benefits them even beyond the immediate cause—which in turn strengthens motivation for the change project.

Groß & Cie can contribute not only the expertise and experience from HR development, executive coaching, and online-based knowledge management systems. Rather, it is also about documenting the change project in such a way that the process—including the overcoming of obstacles—the “lessons learned,” and the concrete results for implementation are quickly and easily accessible to every employee involved. To this end, it is not enough to simply store the various documents in a recognizable manner within the IT system. Rather, upon completion of a project, at least a comprehensive summary should be created, including an introduction, a presentation of specific results, and cross-references to the detailed information.

Every transformation should also be accompanied by special events so that the importance of the project can be truly experienced. Here, Groß & Cie draws on a wide range of different formats, designed for all employees or just for management. Classic examples include open-space events, information fairs, or learning trails.

The Project Management Office also organizes and coordinates the content of these events, with logistical support from functional departments as needed, depending on the structure and situation of the respective company. If necessary, Groß & Cie. can also handle the entire implementation in collaboration with partners.

Services also include preparing presenters or speakers, providing appropriate coaching in advance, and creating presentations or videos. Groß & Cie. can also take on the role of facilitator. In any case, every event must be aligned with the overarching project goals: There is a significant difference between a change project aimed at restructuring with workforce adjustments and one aimed at merging companies to drive growth.