Frank Linde, Michael Reichl

Change-management leadership

When it comes to change processes, managers often feel forgotten and forsaken by their own superiors. As such processes progress from phase to phase, they do not know what behaviour to expect from their subordinates. Consequently, they are unable to give the operatives the required assistance.

1 Do not trivialize change processes

Improve service, raise productivity, increase profits – hardly any company nowadays does not face such challenges. As such, numerous change projects have to be embarked upon – often in parallel.

As a result, most companies are now sufficiently experienced in managing change processes at the structural level (cycles, processes, procedures). At the cultural level, however, when the objective is to ensure that the employees alter their behaviour accordingly, things often look different. In many cases, the higher hierarchy regards this point as a local management...

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