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Change Communications

Companies and institutions must deal with countless factors every day which are neither foreseeable or controllable. So a professional and targeted approach to change is often a particular challenge. What exists loses its relevance, structures are brought into question, and the search for new points of orientation begins. In no phase of economic and political life is communication as important, as difficult, and as sensible as in the phase of change. Change communications is the Champions League of communication consultancy, which enable companies to successfully carry out mergers, joint ventures or changes in management. As an external advisor, we will be your sparring partner in change management, coordinate the communication departments of those involved, and act as a communications director, internally and towards the outside.

Five Topics in Using Change Communications

Leading M&A experts, corporate advisors and private equity managers unanimously confirm: When a firm takeover or joint venture fails, this is due to emotional friction up to eighty percent. During the course of a deal, the lawyers or investment bankers involved can normally work out the factual details. But when the situation is emotionally charged, communication and mediation are crucial. Therefore, in the USA deals have not been closed without the use of change management for a long time.

When acquiring a company, the formula “1 + 1 = 3” should ideally apply. If two companies join together, they are now theoretically positioned more strongly in the market. Unfortunately, in practice, the opposite is often the case. Many fusions in service sectors (e.g., banking) or industry have not subsequently led to the growth of market shares predicted when the acquisition took place, or even to an improvement in revenues. Frequent causes for a poor performance include the incomplete or unsuccessful integration of corporate cultures. This is a clear case for change communication. The external change communicator is a mediator and supports change management in the productive development of integrating an acquired company.

Each transformation and each change meets with natural, emotional resistance at first. During company takeovers and fusions, a lack of acceptance can lead to reduced work performance, massive resistance or even complete refusal to work. Vague fears about the future cripple individuals and collectively poison the working climate. The desire to hold on to long-standing habits and a “We’ve always done it this way” attitude are the greatest enemies to successful change. In these cases, the change communicator is a mediator who must gain the trust of employees and management alike to succeed.

Once the phase of resistance from employees, acquired clients and suppliers has been overcome, the new “constructive momentum” must be actively shaped, for this is usually restricted to a few months. Whoever can use this time wisely will be able to fully exploit the huge potential for energy that every change initiates. For employees looking to further their careers, every change in the company offers them a change to refine their skills. When companies are taken over, employees must be identified who see new opportunities in this change and face the change process constructively. Management who recognise this can climb more rungs on the career ladder.

The change communicator is no “yes-man” and no simple executive body for communication, but a constant (and equal) sparring partner for change management. Change communication actively influences management decisions because it decisively joins in shaping the desired results, and the outcome of the change process, by using communication. This means the change communicator is part of the top management team and initiates decisions based on reasoning.