Deutsche Unternehmen benötigen Identitätswandel
Februar 2, 2011
Denn ohne eine echte Integration der besten Management-Techniken, der besten Produktions- und Marktbearbeitungsmethoden aus den fälschlich als “Peripherie-Standorte” bezeichneten Niederlassungen oder Tochtergesellschaften wird sich eine neue, internationale Identität nicht entwickeln können.
“Das würde allerdings ein fundamental anderes Selbstverständnis deutscher Unternehmen erfordern. Ausländische Märkte müssten zu echten Heimatstandorten werden, was auf den ersten Blick als Widerspruch erscheinen mag. Aus deutschen Unternehmen müssten Organisationen werden, die beispielsweise gleichzeitig auch eine chinesische oder indische Identität hätten,” argumentiert Hutzschenreuter[1]. Nur: welches deutsche Unternehmen verfügt eine Veränderungskultur, die ein solches Lernen von den manchmal immer noch belächelten ausländischen Standorten fördern und fordern? Und mehr noch: Wo gibt es systematische Change-Programme, die mit der kühnen Vision, zu einem wahrhaft internationalen Konzern zu werden, solches Lernen organisieren und auf die interne Agenda setzen?
* HBR-Blog[2]
Endnotes:- Hutzschenreuter: http://www.harvardbusinessmanager.de/blogs/artikel/a-742858.html
- HBR-Blog: http://www.harvardbusinessmanager.de/blogs/artikel/a-742858.html
Source URL: http://change-centre.org/german-companies-need-to-change-their-identity-post-in-german/
Spelling Change: Six Factors for Success
November 22, 2010
The paragraphs following below are quoted from a speech, Prof. Dr. Klewes recently gave to Russian managers, Moscow.
Spelling C H A N G E
Change is more than a buzzword. In fact, successfully delivering change is about precise, well-thought-out execution. In order to be an effective change manager there are some principles to be followed, I want to present you. To make them easy to remember, we abbreviated these six recommendations into an acronym, which – by accident – forms the word C H A N G E.
C: Communicate the need for change – and a clear vision.
To avoid resistance, anxiety and confusion, it is essential to explain the reasons for change to our employees. Have a clear vision of what shall be achieved in the future and communicate how to get there in an understandable way. My experience is, the simpler you do this, the better.
H: Honest Feedback.
Never ever stop sharing information within your company at any time, even if you are falling behind your plan. Cristal clear honesty is the most important resource needed to build up trust and credibility during the change process.
A: Alliance building.
No one can achieve successful change alone – you have to find a group of people supporting you, who go out and talk about the need to change, who travel and explain the vision, strategy and specific steps on the way towards your goal.
N: Nurturing small initiatives.
Change is kind of a trial-and-error process. Therefore, small de-central initiatives are most suitable in order to make the entire process successfully. Different regions and different departments require different and adequate solutions.
G: Give and take support.
Be it central resources, staff or money or be it simply management attention and advice – giving each initiative adequate support is essential for change management. Change cannot be executed without passion and enthusiasm, so give support and seek support actively.
E: Efficiency and 80:20 rule.
Change is never perfect and in change communication not everything has to be perfect. So, keep it simple. Efficient change means to employ your resources very consciously and to avoid any exaggeration.
This is how I would spell C H A N G E.
Source URL: http://change-centre.org/spelling_change/
Successful change by top management’s power
Mai 25, 2010
Written by two practitioners in the field of consultancy, this quite controversial book addresses the oftentimes tabooed concept of power. The authors argue that half of all change management processes fail due to a lack of adequate leadership.
According to them, the top management level plays the decisive role in conflict resolution within an organisation. Therefore strong executives must not shy away from resolving these conflicts and communicating new strategies forcefully. Furthermore, change management is seen here as an enduring management task, not as a solution only in times of crisis.
The great plus of this guide is its clear thesis drawing a different picture of leadership, one that breaks with the common emphasis on consensus. It is easy to read (in German), yet does not aim at giving in detail advice for the reader to apply.
Oltmanns, T. & Nemeyer, D. (2010). Machtfrage Change. Warum Veränderungsprojekte meist auf Führungsebene scheitern und wie Sie es besser machen. Campus Verlag
Source URL: http://change-centre.org/successful-change-by-top-management%e2%80%99s-power-2/
Equal Pay Day: Only concrete programmes will induce change
März 24, 2010
This year’s “equal pay day”, conducted on March 26th 2010 as the date to which German women have to continue their last year’s work in order to achieve the equal annual salary of their male colleagues in 2009, brings the Change Centre Foundation to call for precise measures to be taken by the German economy:
“It is especially the resistance to change becoming manifest in the very concrete attitude and behaviour patterns of decision makers that we are interested in at the Change Centre Foundation,” says Christina Angela Rauh, editor and content manager at CCF. Joachim Klewes, the initiator of the think tank, states: “The same holds true for this issue as it does for other changes in business and society: As long as there are no concrete programmes within the organisations, these structural changes – by law or sets of regulations for example – only have impact on practice sluggishly.”
Via international research cooperations the Change Centre Foundation therefore strives to introduce best practice examples from abroad in Germany. Furthermore, there is going to be a Europe-wide research project which will investigate the attitudes of national representatives from all 27 EU member state parliaments towards specific societal changes.
Source URL: http://change-centre.org/equal-pay-day-only-concrete-programmes-will-induce-change/
Equal Pay Day: Nur konkrete Programme ändern etwas
März 24, 2010
Zum diesjährigen “Equal Pay Day” am 26. März 2010, dem Datum bis zu welchem deutsche Frauen über das Ende des Jahres 2009 hinaus arbeiten müssen, um auf das gleiche Vorjahresgehalt wie ihre männlichen Kollegen zu kommen, fordert die Change Centre Foundation konkrete Schritte gegen die Lohndiskriminierung in der deutschen Wirtschaft:
„Was uns in der Change Centre Foundation interessiert, ist vor allem die Resistenz gegen Veränderungen, die sich in den ganz konkreten Einstellungs- und Verhaltensstrukturen von Entscheidern manifestiert,“ sagt Christina Angela Rauh von der Change Centre Foundation. Der Initiator des Think Tanks, Joachim Klewes bemerkt dazu: „Bei diesem Thema gilt das Gleiche wie bei anderen Veränderungen in Wirtschaft und Gesellschaft: Solange es keine konkreten Programme in den Organisationen gibt, wirken sich die Strukturveränderungen – etwa durch Gesetze und Vorschriften – nur im Schneckentempo auf die Praxis aus.”
Mithilfe internationaler Forschungskooperationen will die Change Centre Foundation daher best practice-Beispiele aus dem Ausland in Deutschland bekannt machen. Geplant ist darüber hinaus ein eigenes Europa weites Forschungsprojekt, in dem die Haltung von Abgeordneten in den 27 nationalen Parlamenten der EU-Mitgliedsstaaten zu konkreten Veränderungen untersucht wird.
Source URL: http://change-centre.org/equal-pay-day-nur-konkrete-programme-andern-etwas/
Change tools for workshop interventions
März 21, 2010
Workshop-Interventionen sind ein erprobtes Mittel in unternehmerischen Veränderungsprozessen. Doch diese erfolgreich zu moderieren, erfordert professionellen Ratschlag und Training. Zu diesem Zweck geben die Autoren der einzelnen Beiträge Einblicke in die verschiedenen Change-Methoden, welche jeweils einer der vier üblichen Workshopphasen zugeordnet sind: Aufwärmen, orientieren, bearbeiten und abschließen.
Es werden sowohl etablierte Tools wie zum Beispiel das World Café, als auch innovative Methoden vorgestellt, die für jeden Leser einen Wissenszuwachs bieten können. Neben der sehr starken Praxisorientierung sticht vor allem die klare Struktur des Handbuchs hervor, welche ein schnelles Lesen ermöglicht. Es ist insbesondere für Change-Manager und Gruppenmoderatoren mit einem gewissen Grad an Vorwissen geeignet.
Rohm, A. (Ed.) (2010). Change-Tools. Erfahrene Prozessberater präsentieren wirksame Workshop-Interventionen (4. Aufl.). Bonn: ManagerSeminare Verlag
Source URL: http://change-centre.org/38-change-tools-for-workshop-interventions/
International perspectives on educational change
März 20, 2010
Written by the leading educational researchers around the world, this international miscellany provides a diversified review of the educational change and its’ implementation research. It depicts lessons learned from past school reforms and community organizing for change, thereby pointing out the critical factors for success under diverging circumstances.
The book’s concern is to bridge the existing gap between research findings on educational change and the actual policy making process in order to fully unleash all potentials of the knowledge society. The concluding chapter focuses on teachers as those learning to lead the change at the forefront.
All readers with academic interest in the topic as well as policy makers and practitioners in the field of educational reform will find sound impulses for their work in this basal book.
Sugrue, C. (Ed.) (2008). The future of educational change: International perspectives. London, New York: Routledge
Source URL: http://change-centre.org/international-perspectives-on-educational-change/
Balanced Scorecard Step-by-Step
Februar 17, 2010
One of the most prominent performance measurement tools in change management, the concept of balanced scorecard is presented by the well-known expert Paul Niven step-by-step in a very practical manner. The book can be used as a road map for the entire process, from identifying business goals to implementation tools and success evaluation.
The author underlines not only the importance of BSC as the cornerstone of your business performance strategy, but demonstrates how theory has successfully been applied to real-world cases. Readers can learn from best practices and will find post-implementation guidance in this second edition.
This book is a must-read for every manager involved in change processes who wants to unleash his/her organization’s full potential in the fields of finance, customer, internal processes and employee learning.
Niven, P. (2006). Balanced Scorecard Step-by-Step: Maximizing Performance and Maintaining Results, 2nd Ed. New York: John Wiley and sons
Source URL: http://change-centre.org/balanced-scorecard-step-by-step/
Marketing Public Health: Strategies to Promote Social Change
Februar 5, 2010
The competition for public resources and media attention in mind, an effective marketing campaign is the crucial key factor for the promotion of social change. In order to successfully promote public health, practitioners in government and private business have to gain knowledge about the basics of marketing campaigns, from planning to implementation and evaluation.
The authors therefore provide the latest research on social marketing and communication along with brand-new case studies, written by well-known experts on how to apply these strategies. Different approaches are offered to address “upstream” changes in policy and social environments as well as traditional “downstream” theories to promote health behaviour change at the individual level.
This book is exceptional in offering these social marketing basics exclusively for the public health environment, including worksheets for practitioners and students as well as further reading recommendations.
Siegel, M. & Doner Lotenberg, L. (2007). Marketing Public Health: Strategies to Promote Social Change, 2nd ed. Sudburry: Jones & Bartlett Publishers
Source URL: http://change-centre.org/marketing-public-health-strategies-to-promote-social-change/
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