The Luxembourg subsidiary of a successful German insurance company is to be integrated. Significant legal/tax/regulatory issues of the merger have already been worked out. However, information about data and facts of the upcoming change that follows only the logic of the matter is usually not sufficient. Fears and open questions are a common source of demotivation during the uncertainty phase of the transition. The task of the consulting was to actively address these organizational dynamic aspects and work on them productively.
The change support is flexibly concretized step by step. It focuses on the levers with the greatest effectiveness “towards the transition” and in the “anchoring of integration”:
- Dialogue and Feedback | Methodically supported feedback and dialogue formats on existing foundations and success patterns, naming commonalities and differences in cultures
- Checks and Impulses | Regular evaluation of changes, advice to leadership on shaping the new organization and steering the integration process
- Future Images and Necessary Shifts | Evaluating the need for change and capabilities, requirements and options for future structures, processes and working methods
- Clarification and Implementation of Concrete Integration Situations | Setting up new team structures, developing future joint working methods and new routines in cross-functional collaboration
In concrete integration situations, it’s more about direct co-creation rather than being carried along by general demands for change. “Powerplay” and “Politics” take a back seat; the benchmark is the jointly pursued business goals, the performance capability in a new, overarching collaboration model.
The Luxembourg subsidiary of a successful German insurance company is to be integrated. Significant legal/tax/regulatory issues of the merger have already been worked out. However, information about data and facts of the upcoming change that follows only the logic of the matter is usually not sufficient. Fears and open questions are a common source of demotivation during the uncertainty phase of the transition. The task of the consulting was to actively address these organizational dynamic aspects and work on them productively.
The change support is flexibly concretized step by step. It focuses on the levers with the greatest effectiveness “towards the transition” and in the “anchoring of integration”:
In concrete integration situations, it’s more about direct co-creation rather than being carried along by general demands for change. “Powerplay” and “Politics” take a back seat; the benchmark is the jointly pursued business goals, the performance capability in a new, overarching collaboration model.