Technology Company
Change in der Organisation
From the draft to the realization of an ambitious corporate vision
Technology Company
From the draft to the realization of an ambitious corporate vision
Transformation of an international organizational unit
Following the takeover of several companies, the company had not yet completed the change that a merger requires. The standardization of processes and corporate cultures from the companies, some of which were previously strong competitors, as well as the adjustment of portfolio and product capacities had not taken place for decades, thus impairing the company's growth.
A transformation programme should initiate this change holistically, creating a sustainable, globally uniform organization and optimizing the entire product range of a department.
"Thanks to intensive preparation, knowledge of cultural idiosyncrasies and the confident use of systemic methods, it was possible to develop a common vision with a very diverse group of leaders and to make it binding by means of change architecture."
Mathias W. Vaagt, Project manager
Our Contribution
Under the guidance of HoPM, the functional units in China and Germany jointly developed a clear corporate vision. A comparison with the status quo then identified the need for change and derived a suitable program structure. This led to the creation of a comprehensive change architecture that covered transformation and change aspects as well as technical and functional initiatives. HoPM successfully managed the entire transformation program through methodological expertise and comprehensive involvement of the management level.
The company had little experience in implementing cultural change, which meant that a holistic change process had to be initiated that involved all functional levels equally and was tailored to the company's needs.
In addition, an earlier restructuring of the organization had not yet been completed. Dual appointments sometimes led to conflicts among key stakeholders who held roles in both the functional unit and the parent organizations. By focusing on role clarity, the value contributions could nevertheless be ensured.
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