Introducing new technologies? Can be planned. Changing processes? That too. Getting people excited about it? Welcome to the interesting part.
Change doesn’t only mean something new. It also means saying goodbye to routines, to tasks people have made their own and sometimes even to your previous role. It is only human if not everyone welcomes it with confetti and applause.
Organisational change management, OCM for short, makes change understandable, tangible and manageable.
Whether digitalisation, reorganisation, acquisition, spin-off, change of strategy or new business model — the people who make up the company must be involved early on, because that creates orientation and ensures that something new is not only introduced but also accepted.
Leave people out, and the project is already at risk. A figure many overlook: more than 70% of projects run without OCM fail to reach their goals.
Yes, rejection costs — first patience, then time. Eventually real money, and ultimately the ROI.
Change doesn’t need spectators. Change needs people who take part in it.
Why second unit?
OCM brings order to change and pace to implementation. Change doesn’t become one big “let’s just see what happens”, but something you can shape, organise and actually deliver.
With our systemic OCM Guide, we have built a change tool that guides you through each phase of the change process and brings the right questions into the conversation at the right time — before ignoring them becomes expensive.
What makes it special? Our OCM methodology works like a menu for successful change.
You choose exactly the measures your project really needs. No seven-course menu when a good main course will do. And definitely no side dishes nobody ordered.
Everything stays pleasantly practical and intuitive. No weeks of training, no studying complicated change models and no consultant-speak with twelve buzzwords per slide. Instead there is clarity, structure and concrete measures you can apply straight away.
Facts instead of fantasies.
And because change projects famously don’t always go according to the recipe, we think through possible stumbling blocks from the start. The integrated FMEA makes risks visible early, before a small “oops” turns into a rather expensive “oh dear”.
Success isn’t left to guesswork either. You can see at any time where your project stands, whether the expected results of each phase are being achieved and where improvements are still needed.
For SAP transformations, our change process also runs in sync with the SAP Activate phases. OCM and project delivery work in step, towards the same outcome.
Our organisational change management keeps your project on course, always keeps an eye on the risks and keeps people on board. So that in the end the project is not only completed successfully, but the change works where it has to work: in day-to-day work.