What Does a Change Management Consultancy Do?
We understand change-management to be the sum of targeted actions to implement new
- strategies
- structures
- systems
- processes
- regulations
- and visible behaviors.
The aim is successful realization and long-term stable anchoring of the desired outcome.
In a sense, change-management is the “implementation component” in the context of organizational development.
Why Change Management Consulting?
- Lack of experience:by proceeding carelessly, you create resistance among employees and managers that could actually be avoided with skill and experience.
- Poor communication:the objectives and the necessity for change are not clear to everyone involved. It needs a clear “change story” – well crafted and perfectly conveyed.
- Is it really the best solution?What to do if employees do not believe in the “change story” – despite all reasoning and communication? Do you just have a “communication problem” or possibly not the best solution after all?
- Resistance is not addressed:can you turn resistance into a productive force for the change process?
- Hardened resistance:what experiences has the workforce had with previous change processes?
- Complex structures:“Preservation of vested interests”, “Not invented here” syndrome, “historically grown” staffing, unfavorable leadership culture – the more complex, the more Change Management Consulting with “effective levers” is needed
- Lack of change structure:complex situations in particular require a sophisticated and excellently executed sequence of actions and “dramaturgical tricks” (we call this an effective “change structure”)
- Inadequate project management:a good plan is no substitute for excellent execution…
- Führungskräfte nicht ausreichend qualifiziert:Natürlich können Sie sich voll und ganz auf uns als Berater verlassen. Wenn Ihr Management aber ebenfalls weiß, warum wir Dinge so tun, wie wir sie tun, und welche Fehler im Change-Management zu vermeiden sind, schadet das nicht (das lernt man unter anderem in unserem Change-Management Training).
Change-management specialists
Involving all stakeholders in a change process is in our DNA. We support stakeholder analysis and develop a tailored and comprehensive concept for participation (ICP concept) together with you
If you want to delve deeper:
our Role
We support you with 21 years of know-how in Change Management Consulting – for example as
- Change Coach
- Sparring partner
- Consultant
- Facilitators
- and planner / project manager of the overall process.
How we support you in your transformation project
Every change-project is different – in terms of the starting point, the objective and the framework conditions that need to be taken into account.
There is no “silver bullet”for change.
But there are a few steps that can help you to develop a suitable approach together that is appropriate to the situation:

A typical sequence of actions includes:
- Analysis of the current state of affairs
- Clear definition of targets
- Analysis of stakeholders
- Planning the necessary change actions
- Development of an effective change-structure
- Development of a meaningful change-project structure
- Development of a joint communication strategy with all stakeholders
- Planning and implementation of modern formats of participation
This is how we proceed:
We listen – and ask questions

Key questions:
- What needs to change?
- Why does it have to change?
- How did the current situation come about?
- What stabilizing and destabilizing factors were there and are there?
Only when we understand what happened and why it happened, do we understand the social system “organization”.
This is essential if we want to be successful as change consultants. Because change can only be successful in the long term if we work with the “social organism company” – and not against all existing forces and conventions.
We formulate goals and CPIs
The development of reliable indicators focusses the common understanding of the goals to be achieved.
In other words: only when there is a common understanding of how “success” should be measured can we be “success-full” together with you.
Analyzing stakeholders together
Who is affected, who needs to be heard, who is needed to help develop tailor-made solutions?
We use this stakeholder matrix to analyze and prioritize the stakeholder landscape:

Developing a coherent change-structure
By “change-structure” we mean an overview of which stakeholders work in which phases and in which order on which topics and issues in order to move step by step towards a tailor-made solution.

Some fundamental decisions need to be made:
- How high should and can the level of participation among employees be?
- Which framework conditions are more appropriately decided “top down” and which solutions are developed “bottom-up”?
- Which milestones must be reached when and with what quality?
And last but not least, this question:
- How agile can (or should) the change-project be?
Schedule a free initial consultation here!
Following on from this: develop a change structure
As soon as we have compiled all the necessary information in the afore-mentioned steps, we can make an informed decision about the structure and management of the change-project.
Larger change-management projects often require a hierarchy of responsibility and decision-making with
- the project owner
- a steering committee
- project or sub-project groups
Smaller projects would be rather overloaded with such complexity. Less (bureaucracy) is often more here.
Or to put it another way: “the more agile, the leaner”.
And finally: develop measures in the fields of action
When the
- goals of the change process have been defined,
- the change-structure has been coordinated
- and the project-structure has been decided,
the project groups coordinate the necessary actions with the steering committee in order to implement the changes step by step.
We support the planning groups in this – in different roles depending on the requirements:
- project developer
- coaches
- providers of impulses
- Facilitators
- challengers
- or as specialist consultants using our in-depth change-expertise


- Irrwege umgehen
- Unnötige Kosten vermeiden
- Kostenlos & unverbindlich

- Irrwege umgehen
- Unnötige Kosten vermeiden
- Kostenlos & unverbindlich

Change-communication as a field of action
Change-management is often confused with “change communication”.
However, communicating change is not a sufficient substitute for the change itself.
At the same time, changes, their goals, and steps towards them always need to be communicated in a digestible and truthful manner. The aim is maximum transparency about the purpose and objective of the change project:
Klarheit und Transparenz | Orientierung und Unterstützung im Prozess |
---|---|
Worum geht es? | Vorhaben verstehen, mitgehen können und wollen |
Wofür machen wir das? | “Marketing” für das Vorhaben machen |
Was ändert sich? | Sicherheit geben |
Was ist der Nutzen? | Perspektive entwickeln |
Wer ist wie betroffen und/oder beteiligt? | Steuern – statt reagieren auf Gerüchte |
Wer ist wofür verantwortlich/Ansprechpartner? | Fragen, Sorgen, Ängste auf- und ernst nehmen |
Wie sieht der Zeitplan aus? | Konstruktiv mit Widerständen umgehen |
Here are some approaches for coordinated change-communication that have proven successful in past projects:

Arrange a free initial consultation on your change-project here!
Agile Change Management Consulting
By “agile approach”, we mean a change approach with a high proportion of bottom-up processes and a procedure in incremental loops. Here’s an overview of the differences to the “classic” approach in change processes:
“Traditionelles” Change-Management | Agiles Change-Management |
---|---|
Change “von oben” getrieben | Change top-down / bottom-up |
Von “geheimen” Teams vorbereitet | Multidisziplinäres & transparentes Team |
“plötzlich” Big Bang | Veränderung inkrementell & in kleinen Schritten |
Detaillierte, langfristige Planung & wenig Raum für Anpassung zwischendurch | “Just in time” Planung / Anpassung in agilen Schleifen |
Change hat Abschluss | Change ist ein Prozess und hat keinen Abschluss – sondern inkrementelle Verbesserungen |
“Agile change” as a learning opportunity
The “agility” aspect of a change project is particularly important for three reasons:
- Today, agility is often the goal of a change-process so that organizations can react more quickly to changing requirements
- However, agility is often also a required characteristic for change projects. (Usually, this means a particularly high degree of flexibility and adaptability of the project architecture and project progress).
- Often, agility principles are to be anchored as a cultural feature in the organization as part of a change project. (A change project can indeed be a not-to-be-underestimated “learning surface” for this).
We will always take the relevant requirements into account accordingly in our “change-structure”.
Implementation step by step
The implementation will not go “according to plan” everywhere, just as it is not the case in “classic” projects. After all, in every company/all organizations, we are dealing with living and (hopefully) lively social organisms:
- Resistances emerge,
- unplanned events only appear late on the “radar”,
- the external conditions are changing,
- responsibilities change
- and the “human element” plays a part, as it does in every project.
Therefore, change projects cannot be thought of and planned in a classic “waterfall” manner. To integrate unforeseen events into the project process as well as possible, we use an “agile toolbox” for implementation:
Target/customer focus
At the beginning of a change process, there is always the definition of a target image based on vision, purpose, mission statement/values, and strategic goals. This must be clear, understandable, and comprehensible and serve as orientation for all participants in the change process.
Together with you, we always ensure transparency and focus.
Self-organization
Based on a binding goal focus for everyone, we rely on the ability and willingness of employees and managers to shape approaches, method use, measures, and their implementation on their own responsibility, taking into account the framework setting. Here, too, the following applies: A market economy is much more successful than a planned economy – always within the framework of set rules and goals.
We support you in empowering and motivating those involved and in setting the right framework (can – will – may).
Learning in short learning loops
You can’t try everything, but implementing and testing changes in small steps or on a small scale quickly is the basis for fast learning. Errors are connotated as a valuable resource in the process in the sense of the saying: “I have only learned from my mistakes, because if it worked, I already knew how to do it.”
We create space for continuous joint learning, which ensures maximum flexibility, accuracy of fit and speed of implementation.
Free initial consultation on your change-project here!
People before systems
People in an organization play an outstanding role in their different roles, tasks, and responsibilities for the success of a change. They want to be taken seriously in a change process with their concerns and their emotional needs. Then most people are willing to walk even a difficult path and overcome obstacles.
Here are the key areas of action to ensure that change can be accepted:

Together with you, we ensure attentive participation, transparency and understanding of the goals and approach, time and space for exchange and emotions, regular feedback and recognition.
Our Approach as External Change Management Consultants
In change management consulting, we usually start from scratch: We listen and first form our own independent picture.
- Strategy:
is the direction correct, is the strategy coherent and comprehensible? - Change-story:
does the “story” make sense, do questions remain unanswered? - Change-structure:
What actions are planned so far? Do they fit and work together? Is the sequencing correct? - Working with resistance:
what visible and hidden reactions are there to the change project? Which stakeholders are there – and how would they have to be adequately informed and involved? - Obtaining buy-in from managers:
how does management assess the planned change? Which are the “forces of resistance” that need to be dealt with? - Qualifying change agents:
we can do “change”, but we will be gone again at some point. So your team should learn how to proceed once we are gone (in this and future change-projects). - Agile change-management:
good planning is important, rapid adaptation to acute developments is even more important. Therefore, we work in agile change-management mode right from the start. And we will teach you and your staff the basics – and cutting edge change-know-how. - Excellent execution:
Upon careful reading, you will have already recognized some “pitfalls” in change management. We know these and more (not to say all) – and protect our clients from all the mistakes that others have already made.
With our change-management approach you will achieve the following goals:
- The changes are jointly supported and accepted
- Experience, knowledge and concerns of your employees are used as a powerful resource in the change-process
- The “costs” of change are minimizedfor all sides
- Your organization remains controllable, your team is sustainably strengthened
Als spezialisiertes Beratungsunternehmen für Change-Management haben wir schon viele Preise gewonnen! Gerne beraten wir auch Sie in einem kostenfreien Erstgespräch .
Your benefits
- Greater speed:change-processes are accelerated by our goal and solution-oriented consulting approach.
- Lower costs:conflicts that usually arise in change-processes are less inhibiting due to the consideration of differences in interests. Friction losses are thus significantly reduced.
- Better results:systemic organizational consulting supports decisions that take into account remote and side effects as well as potential “pitfalls”.
- Higher quality of decisions:the inclusion of different perspectives, expertise and ideas from key stakeholders ensures that the best possible decisions are made.
- More commitment:by consciously managing the process with the involvement of employees, significantly more motivation and commitment is generated.
- Better cooperation:the systemic way of working promotes cooperation between departments in the company, even after the consulting process has officially ended.
- More sustainability:change-processes are firmly anchored in the company through participatory development and lead to greater acceptance of decisions.
- More knowledge building in the company:Systemic consultants do not see themselves as carriers of secret expert and methodological knowledge, but ensure a targeted transfer of knowledge into the company.
- More freedom and relief for managers:External consultants relieve managers of both the design and moderation of processes. You can focus more on content, solutions and team-work.
Kostenfreies Erstgespräch
Noch nicht überzeugt? Testen Sie uns in einem kostenfreien Erstgespräch:
- Wir erörtern gemeinsam Ihre Herausforderung
- Wir zeigen Lösungswege auf
- Bei weiterführendem Interesse erstellen wir ein Grob-Konzept
- Kalkulation der anfallenden Kosten
Hier bekommen Sie alle Informationen, die Sie brauchen:
In-depth Reading on Change Management Consulting
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We have more than 21 years of experience and will be happy to advise you!
Book your free initial consultation. We will get in touch with you.
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