Employee motivation Corporate development & change: This is how change succeeds in 4 steps

The new often has the greatest chances when it can develop away from traditional thinking. First, only make a part of your Company to the experimental space for change projects. This requires: a budget, the right one Method and the right people.

1. The budget resources to finance innovations

Pioneering innovations need an environment that is entrepreneurship in Companies allows. The first advance teams in the form of new business units are best separated spatially or completely relocated to escape the shackles of the parent organization.

Such advance teams usually go to work as autonomous teams in a self-organized manner. You need a liaison person to represent you in the mother house. And they need the backing from above. Otherwise, the pipe shredder.

The jump into the Future not only wants to be ambitious, it also has to be solidly financed. On the one hand, this can be achieved through capital injections, on the other hand, through cost savings. For the latter, I recommend the following steps:

• Reduce your internal bureaucracy costs by at least 50 percent.
• Concentrate on your most profitable core products.
• Separate by-products and the expenses for them radically.
• Invest a large part of the profit in the new: innovations, tools, people.
• Create small units that quickly develop new things and bring them to the market.

Such an approach is very worthwhile fast. Innovative companies are for both Employees as well as for customers more attractive. In addition, as various studies show, the profits of such companies are increasing rapidly. People often talk about around 20 percent.

2. The right people so that change processes succeed

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Initiating groundbreaking changes requires the right people. In addition to the necessary technical expertise, they need one thing above all: curiosity, a thirst for knowledge, an urge to explore and a pioneering spirit. These properties, like any other property, are in the People created differently.

So far everything has been arranged according to plan, lateral thinkers have been silenced and if your employees have been rewarded for conformism, you should of course not be surprised if there are only a few talents in the company with these personality traits.

Is an individual often criticized for creative achievements or are his ideas constantly rejected, a phenomenon known as “creativity ailment” arises: curiosity dies out. That's why you have to be on the lookout for employees who need something new as a stimulus and who are still curious. Bite and stamina are also needed to triumph in uncharted territory.

So you concentrate on the pioneers, those who are willing to experiment and those interested in change. It's a mistake to "roll out" everything on everyone and theirs Energy wasting it on those who (initially) don't want the change. Giving them too much attention for far too long strengthens their position and only gives them time to sow discord and their destructive ones Effect to unfold.

3. The right method with which every change project works

Anyone planning major changes or wanting new products shouldn't delegate people to do it. Rather, the pioneers should register voluntarily and then work together on the organizational structure and working methods decide. Even if initially only a few innovation teams want to work in a self-organized manner, everyone in management must allow and support this.

Appropriate results that come from such units must be implemented. Alibi activities and those that only serve PR purposes are unacceptable. They bring nothing, but destroy the internal credibility. Even the very first self-organized units must never act completely isolated.

Secrecy in the matter is extremely counterproductive. Rather, the teams should be transparent about what is going on with them. In addition, videos can be shot and/or offers to work can be made to make the process tangible. In this way, the pioneering teams can become the nucleus of a company-wide Structure– and cultural change.

“Our first agile one Team exerted a tremendous attraction on almost everyone else, ”says Bastian Wilhelms, Senior Adviser at the telephony service provider Sipgate. The desire to imitate the successful ones also arises quickly. “How do we get the spirit of optimism, the cooperation and the dynamism of such teams into the entire company?” So that is the crucial question. Blockers and hurdles that can prevent this have to go.

4. A viable option: Everett Rogers' Innovation Curve

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People react differently to changes and should therefore be introduced to change processes step by step, depending on their type. A procedure based on the Innovation Curve by Everett Rogers is particularly suitable for this.

The whole Organization will gradually go through the change process. The thrust is horizontal – and not top-down. Inspired by the initial successes, other units move up. The early majority will not try anything until others have tried it.

If enough people have been won from the early majority to try the new, the late majority will follow. Many keepers sit there. There is absolutely no point in wanting to take them with you from the start. Rather, you calm them down by not having to take part in the changes.

The skeptics are among the laggards. They will only be convinced when all dangers have been eliminated. Some people will get one verlieren. They leave the company because it no longer suits them. Or you will part with them. No one has time today to wait for those who neophobically demonize change and stubbornly want to stay on the old shores. If you brake, everything comes to a standstill.

However, one has to differentiate: constructive skeptics can be useful because they make others think more carefully and develop better arguments. However, one has to beware of the boycotters, who protect the obsolete from the blind or who fight for the preservation of the past with self-serving intent. Not a single company can continue to afford that.

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