Situation description:

A listed company with approximately 2,500 employees is facing disruptive changes as a result of digitalisation. In light of the rapid transformation of an entire industry, the company faces the following challenges:

• Omnichannel capability is becoming vital for survival
  • Customer behaviour and needs are changing (ROPO)
  • Online is becoming the most important sales channel
  • New competitors are establishing themselves on the market with innovative products
  • New products require new sales channels
• Securing future viability, jobs and preventing a brain drain
  • Restructuring
  • Skills development and further training
  • Attracting and retaining high-potential employees

Organisational measures within the company:

The challenge has been recognised internally. In order to meet immediate requirements and establish a basis for further planning of the change process, initial measures are being introduced:

• Organisational and personnel restructuring
• Establishment of new units, offices and branches
• Establishment of new operational units
• Targeted recruitment: expansion of specific areas
• Job cuts and restructuring: closure of certain areas
• Diversification of the product portfolio
• Standardisation of products and availability across all channels
• Omnichannel restructuring of sales

Impact on staff:

In an initial situation analysis, we assess the impact of the change process on the workforce. Who is affected, how, to what extent and when:

• Some job profiles will become obsolete, whilst others will gain in importance
• Staff should possess or develop new skills and competencies
• Promoting cross-location and cross-departmental thinking and working
• Rollout / intensification of new ways of working (agile processes/Scrum/new team structures)

Impact on managers:

We prepare the management team for these developments as early as possible so that they can provide guidance as soon as the effects of the changes become apparent among the workforce:

• Actively leading by example and credibly identifying with the path and the goal
• Implementation of the change process within their respective areas of responsibility
• Supporters and points of contact for employees
• Keeping staff continuously informed through a cascading flow of information
• Promoting new ways of working, innovative thinking and a modern corporate culture

Communication strategy:

Strategically planned, rigorous and consistent communication is the key to success. Through honest dialogue and constant dialogue between those affected, colleagues and managers, awareness of a shared process grows, as does an understanding of the necessity of change.
Ideally, a shared vision emerges for the future direction of the company and the path to achieving it:

Deriving communication objectives from the change process:

• Informing, motivating and engaging managers and staff
• Promoting understanding of the necessities and the associated measures
• Active involvement of all departments and levels in the change process
• Promoting commitment and personal initiative
• Engaging employees and managers as ambassadors (employer branding)

Communication measures:

• Developing a sustainable and identity-building ‘change story’
• Deriving a consistent communication strategy
• Defining key messages (for internal and external use)
• Ongoing internal communication of results and processes
• Establishment of fixed formats for various online and offline channels
• Mapping the thematic scope of the process (strategy – emotion)
• Establishing a team of managers and staff as
  • cross-section of the company
  • “Mood barometer”
  • Content generator
  • Drivers and ambassadors
• Developing and setting goals together
• Celebrating successes and milestones together