Change Management: Change does not equal success

In the business environment, change is seen as a secret panacea - a quick restructuring here, a brand new strategy there. "As long as nothing stays the same, we'll be rid of the old mistakes," many executives seem to think. But this calculation is a fallacy in many respects. Because first, it's easy to introduce innovations on the surface that are actually dangerously close to old patterns. And secondly, it can be wiser to develop existing structures further instead of throwing them away and starting out in the blue with untried innovations.

Shaping change sensibly

Change is not synonymous with success. It should be brought about in a targeted manner, critically reviewed and observed over the long term. Headlong rush to establish a new system or introduce that one red-hot framework that everyone is always talking about won't get you anywhere. That's why companies need success-oriented, well thought-out change management.

Change management and sustainable problem solving

For you, it is critical to first be aware of the problem that needs to be solved. Perhaps the solution is not a whole framework away, but only a process change - this cannot be said if there is no shared awareness of the problem. A common definition of goals also provides clarity within the company. It also increases acceptance for upcoming changes. After all, dwelling on a problem brings nothing but frustration. If you can't see beyond your problem, you won't get any further. The question of all questions is rather: What does the ideal future look like in your company, in which the problem does not exist? You take these and other steps for successful change management so that you don't cook the old soups with new ingredients.

Make informed & reflected decisions

In order to bring about changes in a targeted manner and to shape them positively in the long term, information and self-reflection are essential. A striking example: agility. Everyone wants to be lean, agile and flexible. Reasons such as "But everyone else is working agile now, too!" are part of the daily routine in many a company. There is no question that emulating others can have positive effects. But when it comes to choosing the right way of working, every company should first look at itself.

Become aware of how your corporate culture, structures, processes and values interact. And above all: As a decision-maker, find out what is really behind words like Scrum, Kanban or Lean before you make a decision. Realize that the real question is not "Agile or not agile?" but rather, "How much agile is possible and beneficial at our company?" Similar fluid questions apply to many other change paths and problem sets. The decisive factor is therefore not to want to change as much as possible at once, but to approach innovations in a prudent, structured, and goal-oriented manner.

By the way: Are you faced with the frequently asked question of whether and which agile approaches you want to profitably integrate into your company? Then visit our Agile Foundation training for decision-makers - and get a compact overview of the most successful agile working methods in the world.