Transformation & Change
FOR ORGANISATIONS
Involve people in your change process in a way that leads to engagement.
Help people understand the change, engage with what it means and contribute to making it work.
Transformations rarely stall because the plan is missing. They can lose momentum when leaders are not aligned, concerns remain unspoken or people cannot see how the change affects them.
TRANSFORMATION & CHANGE
We bring an external change consultant’s perspective to the human side of transformation, helping leaders understand and manage the emotions that are part of every change.
Case Study
A New Structure. A Different Kind of Responsibility.
Global Insurance Business | Operating Model Transformation
Shaping the leadership and change approach, an operating-model transformation redefined roles and required people to take on greater customer and commercial responsibility.
The Challenge
Within a specialist insurance division, previously separate risk and commercial responsibilities were being brought together. Employees whose work had been largely internally focused would take greater responsibility for customer relationships and revenue. At the same time, they were required to apply for newly defined roles, with responsibility for different business areas determined through the selection process. As the details continued to take shape, employees knew that significant change was coming without yet knowing precisely what it would mean for them or their work.
The Work
The work centred on what leaders needed to make the transition workable for their teams: clear information without suggesting certainty where it did not yet exist, honest dialogue about concerns and changing responsibilities and preparation for the customer-facing and commercial demands of the new roles.
A communications and change plan translated these needs into action. It was sequenced around the transformation milestones and differentiated according to how each team would be affected.
In a dedicated workshop, leaders examined where their teams stood, anticipated different responses and considered what each situation required. Ongoing advice to the transformation lead and ad hoc coaching gave.
The Value
The new operating model has now been implemented across the affected departments. The work gave the leadership team a shared understanding of what the change required from people - not only new responsibilities, but a significant shift in how they related to customers and contributed commercially.
“The transformation started, as expected, with a few bumps along the way. First, the roles, responsibilities, and expectations had to be clarified and embedded within the organization. During this phase, Katharina supported us with the right balance of structure, clarity, and pragmatism. She helped us to provide clear direction, address uncertainties openly, and maintain focus on the key objectives of the transformation. As a result, the transformation steadily gained momentum and is now progressing much more smoothly, with a shared understanding of the new roles and a successful shift towards greater customer and commercial responsibility.”
HEAD OF SALES | INSURANCE COMPANY
