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The topic of change management gained significant importance within recent years. Through the internationalization of markets, became relevant to consider factors such as intercultural management and communication. Often managers are not able to control and coordinate these projects in an adequate manner.
One of the main reasons is the c different mindsets, expectations, ideas and working styles. During the planning and execution of change projects there is much focus on the strategy and the lead project teams. Nevertheless, employ because the foreign workforce as a whole consists of many different people from various
countries and cultures. Ensuring that a change can successfully be applied at all locations is a major task and failing in managing those varieties can lead to failure of the entire change. The regional management is often faced with inadequate decisions or poor communication by the headquarters. Additionally, even more than normal mid able to work with decisions they do not understand or support required to follow instructions from the other side of the world requires various skills. The purpose of this research is to identify the requirements of good communication a
management in regional offices in this context and to analyze how a well defined scope of responsibilities can lead an international change project to success.
The paper intends to analyze the application of change management in family-owned businesses in the engineering industry of Baden-Württemberg. A lack in literature implies the necessity to specifically regard change management in this sector. The investigations are concerned with particularities in cultural dimensions of family-owned businesses and how these might affect the application of change management. The aim is to identify factors which enable businesses in this sector to improve change management and to maintain or enhance their effectiveness. On the basis of an analysis of relevant literature, assumptions for the application of change management in family-owned businesses in Baden-Württemberg’s engineering industry are derived. Bizerba GmbH & Co. KG is proved representative for this type of business. By means of a case study, the implementation of the tool Team Foundation Server at Bizerba GmbH & Co. KG, the change approach is applied in practice. To gain quantitative data, the change implementation is monitored. A survey is conducted and statistically investigated to examine the importance of applied factors during the change initiative. The research at Bizerba reveals several substantial results for the application of change management in this context. A universally applicable approach for change plays a minor role in this context. Rather, the application of specific factors is crucial for a successful implementation of change. During the change initiative the importance of factors modifies. “Soft factors” gain in relevance with the project’s progress. In this connection, the integration of the individual employee plays a significant role. The research results advise the application of individual stakeholder interviews and continuous communication. Commitment to change by formal leaders and informal leaders’ positive participation in the change initiative help overcome prevailing resistance to change. An explicit triggering event for change is not necessary in the context of the family-owned business. Though, the definition of a clear vision and objectives is of primary importance to achieve the understanding for change necessity amongst target group members. However, the sample size is too small for the research outcomes to be representative for all family-owned businesses in Baden-Württemberg’s engineering industry. Still, the research displays several factors and instruments which help establish effective internal change management capabilities for family-owned businesses in the engineering industry of Baden-Württemberg.
In the field of change management, this thesis focuses on the factor human. The
comparison of different change management concepts by Lewin, Sinek, Krüger, and
Kotter builds the basis for the subsequent work. The theory of psychological contracting
becomes evident in the human factor analysis. For the realization of the goal of customer
centricity, a new framework and within this framework a new role structure, called
Business Framework Ambassador (BFA), is created at SICK AG. To establish this new
role at SICK AG, a change management concept for the official announcement of the
role structure BFA is created in the Service department. Hereby, the focus lies on the
derivation of measures to empower the employees who took on the new role in the
organization, namely the BFAs of the Service department. In this thesis, quantitative and
qualitative methods of research are used to analyze the work environment and to realize
a successful change management campaign. The implementation of the derived
measures leads to a strengthening of the community between the employees. In
addition, the specific results of the change project BFA lead to the assumption that a
feeling of empowerment is linked to employee engagement as well as management
support. The four motives of employee engagement introduced in the theoretical part of
this paper represent an appropriate tool for the participation of employees in this change
management project. The results of this work conclude with an outlook on how further
groups of BFAs can be launched at SICK AG.
This research aims to study transactional cost and organizational change management in a pharmaceutical company that had gone through the SSC implementation process through different regions, including Latin America. Eli Lilly SSC in Latin America is located in Mexico and was aimed to centralize standard routines and administrative transactions related to finance and accounting back office services for the entire region. In implementing changes of this magnitude, it is necessary to be prepared to encounter the transaction costs related to this strategic decision and for the internal resistance applied in organizational change process. In this sense, this research aims to study what are the main challenges and transaction costs involving a process of re-structuring the organization to the SSC business model, especially in Latin America. Taking as a base the change resistance elements mentioned by Burns and Scapens (2000) and transaction costs theory basis by Williamson (1981). The SSC, a relatively recent business model and a trend between multinational organizations, was implemented in Lilly across 4 different regions to support over 70 countries in all continents. Latin America the last region to be implemented had a proposed migration schedule within less than one year. The findings show that the main resistance to the existing process is related to lack of competence/information and attachment to control and existing routines. In addition, the transaction costs are closely related to the dimensions of asset specificity and uncertainty. We must consider that the lack of a formal change management strategy, within the LATAM region, was a risky move and had impacted the implementation process and stabilization period results. The chronogram had also to be changed due to unexpected details in the region. Latin America was more complex than expected due to the differences in regulations and culture between countries, also expressed a non-verbal resistance that was probably expressed through the lack of commitment of some personnel. The results of this research raise inputs to the next researchers and bring elements to be considered by organizations when implementing the SSC business model. It is useful to direct actions and strategies to control de change impact and possible transaction costs. Additionally, through the research we filled the purpose to build an overview on shared services model and discuss the main points that should be considered when taking into consideration to re-structure the business with this model, characterized as a centralization of services that are provided from one single point to multiple business units in order to avoid activities duplication, optimizing resources through the integration of technology, people and standardized processes (Deliotte, 2007).
Fast and flexible – today's two most desired traits within the business environment. The quickly rising technological advancement makes it difficult for organizations to keep up with their productivity. Owing to the digitalization, organizations have to rethink their structures and processes to be able to adjust to the constantly changing environment and ultimately continue to stay a successful force. A “one-size-fits-all” solution does not exist, which makes the initiatives time-consuming and difficult.
Since digitalization comes with major challenges that have to be tackled to decrease the gap in potential business productivity, the first objective of this paper is to identify relevant action points for organizations, together with the examination of the best practice of agility and its structural and cultural traits.
Further, this work aims to comprehend the structural and cultural traits of the case of [company name]. This is approached by a mixed method empirical analysis. First, by qualitative in-depth interviews with the first and second level managers based on the preceding theoretical framework of Spiral Dynamics and a concept of organizational culture analysis. Second, by a quantitative online survey with the remaining workforce based on the model of Competing Values Framework, assessing not only the current but also the by the workforce desired structural and cultural traits.
The model of Spiral Dynamics defines differing predominant core value systems of mankind, whereas challenges that cannot be accomplished with current behaviors initiate the evolution to another core value system – just like digitalization does with the case of [company name]. The Competing Values Framework is a scientifically justified concept to analyze organizational culture.
The last objective of this paper is to develop a set of tailored recommendations towards agile work approaches for the case of [company name] based on the preceding analysis and the theoretical framework of a scientifically justified change management process.
The conducted research reveals that the organization’s culture mainly shows traits of a traditional organization, with top-down decision-making and task assignments, selective transparency, silo-communication and a lack of interdisciplinary collaboration, which results in the predominant core value system of Success. Additionally, the analysis of the desired traits reveals a congruency with agile organizational traits, or in other words, the predominant value system of Synergy. With respect to the results, the study makes seven recommendations, incorporating the theory of a successful change initiative. Together with specified action examples, the way towards the desired predominant value system is paved.
Changes are constantly accelerating. A major issue that companies are dealing with is how to communicate those changes in a way that is efficient and effective and therefore successful. Traditional models such as the ones by Lewin, Bridges or Kotter are reaching their limits due to the orientation on fixed vision, goals and processes. The time has come to change the way change is managed. New organizational structures are therefore required. An example of a new model to deal with the speed of change is agile management. Agility provides a platform for better communication, including the quantity and quality aspect. IMS Gear, an automotive supplier located in South Germany, is currently in the stage of a transition. Agile mindsets are anchored in their vision and strategy, yet the implementation of agile frameworks is still improvable. The PEP project is a first step into the direction of ensuring the future of the company despite all external and internal changes. Therefore, based on a model by Audi AG consultant Gergs, improvement approaches are developed.