Establish a common thread for the transformation. A master narrative to create a compelling overall picture.

Every change initiative must integrate three dimensions: the strategy (“What is the goal?”), the content (“What will change?”), and the process (“How will the change be implemented?”). The reasons for and the overall picture of the change must be made clear. Reliability and commitment across all three dimensions—through leadership based on clear principles—are essential.

On this strategic basis, Groß & Cie. carries out the concrete planning of the change project. This coordinates the implementation of the “hard facts” as the “core to play” in terms of both content and timing. This includes the creation of a comprehensive “road map” with binding milestones in the operational measures, as well as appropriate solutions for potential areas of conflict that may arise during the project.

Establishing a mission statement and formulating a master story create the substantive foundation for aligning every measure at any time with the actual core of a transformation or transaction. Assessing the most important question becomes very simple: Does this step or decision contribute to achieving the targeted goals—or not?

The mission statement articulates the value proposition both internally and externally, outlining the benefits the transformation is ultimately intended to deliver. The master story ties together the various areas of action required to achieve these benefits into a cohesive, comprehensive picture. Both are formulated in a way that is less technical and more emotional and motivating. Above all, neither should be overloaded; rather, they should succinctly define the unshakable pillars that are comprehensible to all employees.

In this way, the mission statement and the Master Story become an effective guiding thread for change management. This function is particularly important when adjustments to the original plans become necessary during implementation—a situation that has become the norm amid the ongoing pressure to adapt in the market and face competition.

What we do for you

Depending on the circumstances, the company’s history, and its objectives, Groß & Cie. designs a customized architecture for change. The three dimensions—strategy, content, and processes—are integrated in this process. Key levers include organization and processes, structures and monitoring, as well as the training and development of managers and employees—all tailored to the specific needs of the transformation or integration.

The change architecture integrates the various levels of action into a stable overall structure. In doing so, the interdependencies among the individual areas are clarified, e.g., the training of employees and managers to implement new structures, systems, or processes.

On this basis, the necessary resources and competencies are identified and allocated; for example, the “make or buy” question is clarified within the change program: are the competencies available within the company, or should they be brought in from outside to enable swift and targeted action? Groß & Cie. acts as a pilot who sets the company’s ship in motion and steers it in the right direction. While implementation should, as far as possible, remain within the company—with the crew on board—temporary additional support is often beneficial to incorporate “best practices” into change management. This is another hallmark of every change architecture developed by Groß & Cie.

The basic approach to communication is defined. This includes the degree of involvement of managers and employees in the transformation phases, which are also structured by Groß & Cie.—from the “ramp-up” to the “story making” of the successful change.

The starting point is crucial for the strategy; for example, whether a “sense of urgency” exists and the “need for change” is already clear. This also determines whether employee attention needs to be heightened through an emotionally resonant project title and a symbol representing the transformation’s goal.

The planning and management of change initiatives by Groß & Cie. results in a “master plan.” Depending on the organizational structure and division of responsibilities, this communication framework brings together various departments as expert partners. The content is based on the “master story,” which creates an overall picture of the transformation.

In particular, the HR department and, depending on the company, large departments such as Sales and Production communicate with employees in a subject-specific manner. The measures must be coordinated in terms of content and timing within change communication to avoid diluting the core messages, “mixed messages,” and an uncoordinated flood of information.

Especially in the case of transactions or crisis-driven transformations involving numerous operational measures that must be implemented quickly within the company, it makes sense for Groß & Cie. to take on the formulation and design of the mission statement and the master story as drafts for further coordination. This prevents the content foundations—so crucial for any transformation—from being developed too late due to a lack of resources or simply a lack of attention.

To determine the content, Groß & Cie. uses not only existing strategy documents but also short interviews or focus groups with executives and employees. The results are condensed, linked to the goals of the respective transformation, and compiled into a first draft. The detailed work and coordination then take place with company management and, if necessary, employee representatives. This enables the creation of a concise mission statement and a compelling master story in a short period of time. Finally, the mission statement and master story are also designed to be visually appealing so that they are easy for users to grasp.