Was sind die wesentlichen Schritte bei der Umsetzung des organisatorischen Wandels?

It's also critical to look at the departments and stakeholders adjacent to the change because there may be ripple effects and unintended consequences that can be mitigated if identified before the change is implemented.

Ja, mit einer guten Analyse der Ist-Situation zu beginnen ist erfolgskritisch. Und das auch gut aufzuschreiben, damit während des langen Veränderungsweges immer wieder nachgeschaut werden kann: "warum machen wir das Ganze?", "was wollten wir damit nochmal erreichen?". Neben der SWOT-Analyse braucht es auch eine Betrachtung der aktuellen Probleme: wo sind Engpässe, was läuft wirklich schlecht, usw. Die Schwächen sind eher allgemeine Charakteristiken einer Organisation, für eine Veränderung ist es wichtig, einen echten Handlungsdruck zu erzeugen.

It is important that the current situation is assessed to identify and define the problems. That is the crucial first step, as this would help the teams to easily implement changes and make necessary controls.

Shared vision requires deep listening and collaboration. Lean into the wisdom around you to co-create purpose vision and values.

Das klingt hier so einfach, ist aber hohe Kunst. Was ist das eigentliche Kundenproblem, das gelöst werden soll? Wofür bezahlt der Kunde wirklich? Was kann unsere Antwort sein? Wer sind wir und wer wollen wir künftig sein? Idealerweise ist das ein Reflexionsprozess mit vielen Schleifen.

Organizational change is easy, but it is very hard work and takes time to turn an organization. It starts with good leadership that is there to serve the organization and the team. It takes those servant leaders that have built the trust of the organization to be able to influence them and lead them in the why. Once you have the right people, then it turns to the group creating and communicating a vision and strategy that is cascaded through the organization with clear what and why. Once you have collaboratively created that clear picture of the current and future state it needs to be supported with staff actions. The daily staff work should be the steps, strategy and systems to move toward the vision, similar to turn by turn directions.

Listening to other(s) failures and perceived risks often prevents us from creating or advancing our purpose vision as per Erin's comment. A Mike Myers quote... Canadians must overcome the inertia of a culture that continually asks strivers, ‘Who do you think you are?” ― Mike Myers, Canada This is a generalization obviously, but true in so many forms. More so in the business world.

Also, create a strategy for continuous communication of the vision through execution. People (including leadership and even you, Mr. Businessowner) need to be reminded of the vision. It’s way too easy to lose sight of it amidst the day to day operations and obstacles that arise.

From my experience this is probably the most challenging part. Change is scary for most people, especially if they don't feel supported. It is critical to identify your leaders and have them constantly checking in and coaching people through the friction of growth. If people feel seen, safe, and heard they will go above and beyond to see the vision through.

Communication is absolutely crucial here, and transparency. Make sure you are very clear, very timely and very honest during this process because trust is very easy to lose during change - people feel extra vulnerable and worried. Be aware of objections and concerns and try to address these clearly. Make sure your people feel supported and provided with what they will need during this change - such as training, counselling or more time to do their work in the initial phase. Familiarise yourself with Kubler-Ross's Change Curve and plan your communications, training etc. accordingly.

Key parameters that will help one monitor that the change is being sustained should be regularly tracked. Team members who play a proactive role in implementing the change should be recognized and rewarded periodically. There should be an appropriate ongoing communication strategy to highlight why the change is required and how it is being worked out keeping employees needs and aspirations in mind.