Best practices for transformation

Change under the radar - our best practice for transformation

Best practices for transformation

Transformation under the radar - let's stealth it!

We are convinced that in most cases it is helpful to start change quietly. First in a manageable area. In a team, no more than three at a time. So that they become pilots of a transformation. This is transformation under the radar, change in stealth mode .

They liked to come with a bang. Everyone should see that they are there, maximum noise to wake up the slumbering spirits. Some then woke up outside the door because the arrivals were mostly responsible for cuts, which meant layoffs and thus seemed unattractive for employees.

Advisor and advice in the wild years before the turn of the millennium.

No wonder so many people's lights go out when consultants enter a company.

Then change through digitization. Again consultants are needed. Should show how to transform intelligently. Like to come into enemy territory like a commando operation. Listen everyone! Change is announced!

The same drumming as before the noughties. Only softly and seemingly friendly transfigured in a different way. There is little that is peaceful about it. Change should be grafted on. Employees should and must be instructed in this. In a pinch rough.

That means change or death.

No wonder that consultants are still not particularly popular with employees in companies. Even if they are now called consultants or coaches.

The need for digital transformations can no longer be discussed at this point. However, how to advance such, yes. Change under the radar - we also call it the submarine principle - is very effective.

The prerequisite is that the management wants a transformation and completes the shift in mindset. The transformation from a regent to a moderator. This means that employees are no longer governed and directed, but their skills are moderated.

If this is communicated clearly and transparently within the company, resistance to change is minimized. Competence-based organization and decision-making, decentralized and iterative, is in principle much more attractive than the old top-down system. Increases innovativeness and brings significantly more money. This is in the interest of everyone involved. So it is easily understood.

However, the way to get there is not trivial. Hence the stealth mode .

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