Change management - success through transparency and participation

Every company has to deal with change processes at some point in order to ensure its success. Quite simply because the conditions under which it operates are constantly changing. In many companies today, change managers take on the task of managing such a process. This is no easy task, as change almost always causes people to worry. Successful change management therefore addresses such concerns and recognizes resources in resistance.

Have you ever tried to stop a flood? If you say that’s nonsensical, I agree with you. The changing tides cannot be stopped. In general, change is part of the course of the world. I understand that many people find this fact unsettling. Especially when upheavals are taking place at breakneck speed – as we are currently experiencing globally in a fundamental way: demographic change, the effects of digitalization, the shifting of political and economic power blocs. It therefore makes no sense to consistently reject change or to face it with eyes wide open. This applies not only to each individual. Every company must also react to change and use the opportunities inherent in change to ensure its success. For example, by using the changing tides to generate energy. Like the La Rance tidal power plant in Brittany, which has been producing sustainable electricity for many years with a capacity of 260 megawatts.

Changes worry people

In many companies today, change managers have taken on the task of recognizing opportunities in change and successfully shaping transformation processes. This is no easy task, because – as we have already said – change unsettles, even frightens many people and makes them fear for their existence. In order to successfully shape change, it is therefore necessary to take into account such emotions as well as the needs and experiences of employees. It is even better to take employees along on this journey and shape the change process together with them. The fact that this has only happened very rarely so far is shown, among other things, by the number of failed change processes, which Lior Arussy, founder of the Strativity Group management consultancy, puts at up to 70 percent in an interview with the business magazine Forbes. Arussy cites the following key reasons for change management failure:

• poor communication,
• inadequate leadership and support,
• unclear organizational policy,
• lack of understanding of the purpose of the change,
• Lack of acceptance by employees
• and a lack of cooperation.

Resistance as a resource

The chances of success of a transformation process are therefore greater if it does not follow the classic top-down approach. Although change management is undoubtedly a task for the management level, I believe it is essential to involve all stakeholder groups in the development of a concept. Equally important: communicating and implementing the goals, benefits and consequences of the change process transparently at all levels of the company. The change manager should in any case obtain regular feedback and see resistance as a resource for the success of the process. In the case of the latter, however, specific criticism should only be addressed if there is a willingness to communicate and compromise. It is not uncommon for change management to have to create opportunities for compensation where responsibilities, spheres of influence and power change as a result of the change. Such clear perspectives help to reduce resistance.

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Stringent communication right from the start

Our teams at Conzima also use this approach when they are involved in change processes for customers. In doing so, we ensure stringent communication with maximum transparency at all times. This is the central means of preventing the process from stalling or minimizing resistance. In the same way, it is of course important to clearly define goals and make them quickly achievable. Here too, regular communication is an important step in the implementation of a project. Only in this way can a change be seen as an opportunity

An intensive process

Change management is a necessity for every company to ensure its survival – more than ever in times of disruptive upheaval. In this context, of course, it should not be concealed that such change processes are resource-intensive. If only because the entire workforce is involved, which can cause productivity to suffer at times. Necessary training and possibly external consultants incur costs. Precise planning of the process and the required capacities is therefore also a success factor. Otherwise, there is a risk that the project will stall, resulting in a loss of motivation and confidence among all those involved. However, if the change is successful, this quickly has a positive impact on the business results. And there can be no better indicator of business success.