Initiating change is easier said than done: each implementation has only a limited time frame available to make changes to it Companies to solidify. If the processes are not anchored before the next earthquake, sooner or later the initiative will be in trouble.

Best of HR – Berufebilder.de®
Contents Hide

Self-fulfilling prophecy

ohne Commitment every change initiative is doomed to fail. The cause is often the so-called self-fulfilling prophecy: The fact that employees and Executives believing that the initiative will fail ultimately leads to failure.

There is no dynamic of change in the company. To create this, a sense of urgency must first be created. The support of the management is not enough. The best change initiative will fail if not everyone participates!

Basic urgency

Urgency is the basis for sensible changes in the company. The urgency may vary for each person.

For all, however, whoever does not feel an urgency does not react to it either. This is also the main reason why projects in a company often have to be put on hold.

Empty promises against realistic expectations

In order to bring about change initiatives, executives often promise unrealistic results. The fact is that the project does not even yield the promised results after months or years of hard work.

Employees lose that with such empty promises Trust. If something like this accumulates, a culture of distrust is systematically created. Once lost, trust is very difficult to regain. But it always pays to work on it - by setting realistic expectations, reporting progress and making it clear that the expected results are very likely to be achieved.

With the CORE approach in 6 steps to success

Any change initiative will only successfully be when the staff in the Organization are ready, this Solution to trust permanently.

The so-called CORE (Cycle of Results) approach has been developed by ProChain Solutions, in order to build up and maintain this trust. When the CORE approach is combined with the best solution components, this leads to a successful and long-lasting implementation. This way, you can avoid basic causes of failure:

  1. emergencies: To avoid lack of urgency, it is important to find or develop common urgency through learning and analyzing.
  2. Lack of readiness: By defining and communicating realistic expectations through a common vision, a lack of willingness can be avoided.
  3. Engagement: The involvement of key persons during the planning process creates commitment to the initiative.
  4. Inadequate solutions: Implementation creates added value and solves problems such as poorly defined results, an inappropriate implementation plan, insufficient resources, or insufficient involvement of key personnel.
  5. Added value: By evaluating and measuring the added value, the inability to communicate it is stopped.
  6. Stamina: The CORE cycle must be continued continuously to ensure long-term changes.

Minimize changes to the essentials

Unfortunately, there is no one-size-fits-all solution to changes in the business environment. It is an inevitable consequence of doing business. However, there are a couple of important implications: First, in the midst of a change initiative, management should be cautious about additional changes to accommodate them check to be able to.

Second, no new change initiatives should be started before the old ones have been assimilated. Finally, no key people should be transferred within the organization without considering the impact on the initiatives. Basically, it is better to have fewer changes and these are reasonable.