Change Management

This service must be understood as a cross-sectional function in addition to our other services.

Every larger project  and each innovation imply changes in processes or organization for your staff, customers or suppliers as well as for the management. These changes need to be accepted and accomplished. This will succeed if a positive "wind in the right direction" is created, regarding communication - to begin with - as well as assisting support.

Many a time neutral accompaniment from outside the company is sensible, e.g. to avoid organizational blindness or conflicts due to biased views.

We as vero projects are very well aware that the actual impact of a project will not be reached until the successful cut-over into daily operations,
in order to let the proposed creation of value come true.

What can we do for you?

  • Integration of Stakeholders

    Already before the very beginning of the project a stakeholder analysis provides a basis to know the different interests, to evaluate their impact and to consider these interests as far as it is possible without compromising the overall enterprise interests.

  • Effective Communication

    Exactly the same importance as in a project. Who needs to know what and when? Within a change, when questions of acceptance as well as possible conflicts are involved, there will be additional aspects of communication. More on this ...

  • Moderation of Requirements - Assertion of the Essence

    Not everything can be done what might be requested by different divisions. Where do the priorities lie? Which parts of the enterprise are essential for the success of project accomplishment? As a motor of change we have to have a broad understanding for different needs but also to demand understanding from those who fail to get their wishes fulfilled - at the end of the day we have to come to a basis of cooperation accepted by all.

  • Identification and Employment of Key Users as Multipliers

    Properly selected key users are trusted persons for their colleagues and they advance progress. They become allies of the project at an early stage, are the first to learn of innovations und cannot only help with communication and motivation but also - depending on the context - in knowledge transfer or training functions. The domain knowledge they have acquired during their long-standing careers is valuable and cannot be substituted.

  • Immediate Measures and Ongoing Success Monitoring

    Which immediate measures may be best to prepare the ground for the change process depends on the company's background and circumstances as well as on the expected acceptance of the change. Samples for measures are:

    • make the status quo transparent

    • build a sworn-in core team

    • send project ambassadors into meetings of line units

    Ongoing success monitoring requires means to deliver impartial data instead of enabling a personal search for culprits. The visibility of these measures yet helps to spell out determination and to create a certain pressure of expectation.

  • Care for Works Council and Data Protection Official

    Comply to legal requirements rather than getting unexpected stop signals. Read more...