Case: Merger of two companies

Two companies with different cultures and organisational structures merge. Such restructurings up to a merger are fundamentally a communicative challenge in companies. Especially in the initial phase, when the employees’ need for information is greatest, every message must be carefully considered. This is especially true for listed companies, which are not allowed to communicate any information relevant to the stock market price to their employees “in advance”.

Strategy: Do not abbreviate phases of change

Our strategy here focuses on timely, open and appreciative communication that proactively includes and addresses employees’ fears and accompanies them through the individual phases of change. It is important that each phase receives equal attention and care, as they all contribute equally to the successful management of the entire process.

Solution: Appreciation and empathy

The length of time spent in a change phase varies from person to person, which in turn requires a modular system of accompanying communication. Here, communication for managers and for employees is differentiated once again in terms of content. The structure of this modular communication landscape offers the necessary granularity to successfully accompany even complex and large changes in terms of communication.

Case: Modernisation of staff interviews

The introduction of a new software for staff appraisals is an extremely sensitive topic, as problems and conflicts are discussed in addition to personal development and target agreements. The feedback culture that is established in this change is crucial.

Strategy: Establish open and appreciative interaction

A good feedback culture is characterised by openness and mutual trust. People do not leave companies, they leave their superiors. Therefore, the strategy focuses first and foremost on the managers. Empathy and communication at eye level then do not remain empty promises, but develop into a lived cooperation. If managers succeed in winning over and inspiring employees for themselves and the company in this way, the chances of success are far greater than dictated productivity on demand.

Solution: Empowering leaders for their changed role

Communication training for managers proves to be a real treasure when it comes to discovering and promoting the potential of employees. Those who are systematically introduced to the topic of communication and over time anchor it for themselves develop enormous potential and are furthermore able to get employees on board and – for us the supreme discipline – motivate them in such a way that they literally take the helm themselves.

Case: Introduction of a matrix organisation

The introduction of a matrix organisation strongly interferes with a company’s decision-making processes and areas of responsibility. The change from a classic single-line organisation to a multi-line system is a major change for managers and employees alike and requires a high degree of agility and openness. The role and competence conflicts that arise in this process are the decisive starting points for internal communication.

Strategy: Empathic communication right from the start

The earlier, the better – it is not communication alone that supports change, but above all the timing of the start. Information creates clarity. The art lies in “breaking down” the complex issues of a matrix organisation in an understandable way. It’s not that you say it, but HOW you say it that can open doors. The strategy is primarily about making it understandable that working in a matrix is “different” and thus creating understanding and acceptance.

Solution: Create understanding to overcome reservations

In a matrix organisation, clear structures are broken down in favour of more flexibility and employees must be able to live with ambiguity, deal with change and decentralise control. This naturally triggers fears that have to be addressed through communication. Understanding takes the size out of fear. We achieve this by communicating how to deal with competing goals and complexity in a comprehensible way and by using case studies to convey role understandings, responsibilities and decision-making rights in a practical way. Therefore, it is essential to include the managers in the solution.

Case: New Work poses major challenges for the team

Digitalisation and modern communication and information technologies are expanding the possibilities of collaboration, onsite and offsite. If a new form of work organisation is introduced between office and home office, this offers more flexibility, but also demands more personal responsibility on the part of the employees. This form of work requires a new management style and trust from managers. And among the employees, there are both supporters and opponents, as well as an undecided mass towards “New Work”.

Strategy: Use proven models to develop the mindset

So the question is: How can the number of supporters necessary for the success of the project be won? How can a change in thinking be stimulated that benefits everyone? The “Change House Model” (according to Paul Kirkbridge) shifts the focus from the individual to the interaction of employees, managers and the company as a whole. The strategy of developing a unified framework of thinking is based on this model.

Solution: Consider and accompany each phase of the change in the appropriate way

Based on the model, supporting communication tools are developed for each phase of change. Managers are shown ways to effectively initiate, drive and ultimately successfully implement change for themselves and through constructive and appreciative cooperation with employees. It is crucial that the emotional stages of a change are accompanied step by step with communication and professional support.