Assess adaptability and identify areas for transformation

To ensure successful change management, we focus above all on developing every company’s most important asset—its leaders and employees. Whether it involves far-reaching organizational development or restructuring, post-merger integrations, or the ongoing challenge of digital transformation—in every case, people are the key to success or the cause of failure.

The willingness and ability to change—so-called “changeability”—should therefore be identified and assessed in order to effectively “bring on board” all stakeholders for the transformation. The analysis yields the key areas of action for the transformation. Potential conflicts that may arise from implementing the transformation can also be identified.

Every concept therefore integrates the further development of corporate culture from the outset as a “soft factor,” which in practice, however, is the “key to success” for subsequent project management. This also includes change communication. It provides a clear picture within the company of the building to be constructed or renovated, clarifies the underlying structure, and explains the tasks involved in construction and subsequent shared occupancy.

To this end, Groß & Cie. designs the necessary programs and platforms for communication that is closely linked to operational measures. It is crucial to use the tools that are appropriate for the specific situation and objectives. More is not always better. Employees’ attention must be directed in a targeted manner and not overwhelmed. Rather, clarifying the background and the path to the goal is fundamental, especially when plans change. After all, transformations rarely proceed as planned.

What we do for you

Every corporate culture is like an iceberg: you can’t see what’s truly important at first glance. The symbols are visible to everyone—from the company logo to the uniforms. The values a company espouses are usually apparent upon closer inspection, sometimes stated in the annual report or displayed in the lobby. But the core beliefs that shape a company always lie beneath the surface. They must be identified during organizational change and further developed through change management.

The culture—the iceberg on which employees navigate—is a driving force for organizations. It is usually unconscious and unknown. The analysis of areas of action and culture provides a view of the entire iceberg of a company. The focus is on understanding how structures are perceived, identifying potential conflicts in the planned transformation, and defining areas of action. Groß & Cie. primarily implements the following measures:

Data analysis – Existing information is consolidated – from visible tools (such as brochures, communications, intranet, etc.), existing results (surveys, etc.), to indirect indicators (such as a meeting culture). This already reveals potential sources of conflict in light of the planned transformation.

Cultural Analysis – The focus is, first, on in-depth interviews with executives or external experts, such as customers or suppliers, and second, on focus groups that randomly bring together employees from various departments and hierarchical levels. The focus is not on statistical representativeness. Rather, the aim is to identify the core issues and main motivations of employees—in other words, to gain a holistic perspective on the “tip of the iceberg” of the respective company.

Evaluation – Based on all the findings, the areas of action for change management are determined, primarily in the areas of corporate organization and communication as well as human resources management, but also for specific operational measures, e.g., to avoid overburdening or underutilizing employees during the introduction of new systems.

Provided the necessary resources are available within the company, we advise management and the employees responsible for developing the mission statement and the master story in their work. In doing so, Groß & Cie. assumes the role of a neutral coach who keeps the strategy of the respective transformation in mind and incorporates best practices from other comparable projects.

As a neutral consultant, we can steer the development process and provide substantive input to ensure that effective—rather than generic or politically driven—results are achieved. This ensures that the mission statement and master story truly address the issues that are particularly relevant to executives and employees in the context of change management.

A mission statement and the master story should not be developed in an ivory tower without drawing on the expertise and experience of managers and employees, including their insights into past, comparable processes. The goal is to engage selected individuals in a dialogue to develop or review drafts. The measures depend on the situation and timeframe, the corporate structure, and the existing culture.

Structured workshops for development and focus groups for review are the best ways to build a dialogue. Neither format should last longer than two hours to ensure a focused effort toward results. Groß & Cie. develops the templates, facilitates the respective events, and summarizes the results. This creates a solid and, above all, convincing foundation within the company for formulating and designing the mission statement and the master story.

Especially in the case of time-sensitive or unexpected transformations triggered by acquisition processes, delayed approvals, plant closures, or even insolvencies, Groß & Cie. supports management with its experience, expertise, and resources.

Often directly on-site at the companies, we implement, for example, Q&A sessions for executives, holding statements for the media, and an electronic and telephone hotline. Here, too, Groß & Cie.’s neutral role and detached position prove invaluable, as emotions can sometimes escalate internally and individual interests come to the fore.