TRANSFORMATION MANAGEMENT

TRANSFORMATION MANAGEMENT

TRANSFORMATION MANAGEMENT

TRANSFORMATION MANAGEMENT

»Transformations can be seen as a second-order change, meaning a change to the system versus a first-order change, i.e. changes within the system.«​

Dr. Christoph Wargitsch, CEO​

For a holistic change of a system, in addition to content-related design, communicative support and technical conception, an overarching planning and control competence is required, which we summarize under “Transformation Management”. Here, project methodological skills are combined with the knowledge and experience gained from successful transformation projects, complemented by the requirements of an engineering-analytical, well thought-out, but also pragmatic approach.

We consciously refrain from joining in on a particular management hype but develop the solutions that create the greatest benefit and value for our clients.

In doing so, we accompany every phase of a transformation project and are guided by an iterative transformation cycle: Think ‣ Design ‣ Plan ‣ Do.

Think

Intensive thinking is the most important prerequisite for taking the right path to transformation. This includes, for example, analyzing the prevailing state of the organization, understanding challenges, breaking down goals and selecting strategies. In the end, there should be clarity about the how, what, where and why of the transformation (transformation clarity).

Design

Transformation design is concretized in the definition of programs that become binding through the allocation of responsibility and resources. The goal of this phase is transformation readiness.

This means to have completed the preparation for the actual transformation work and to be able to start.

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Plan

In planning, details now become important: initiatives are planned out in the form of projects and tasks are derived accordingly, and teams are built up. The transformation gets underway, and a process pattern change takes place.

Do

Now the sleeves are rolled up and it’s time to get down to business, i.e. carrying out activities, documenting and anchoring results. The organization achieves a new equilibrium state of organizational stability.

Projects

Project example: Integration of an EU directive into the IT organization of a corporate group
Project example: Design and strategic realignment of the IT organizational unit
Project example: Global transformation of a wide area network from a heterogeneous multi-supplier network to a globally uniform MPLS network

Contact

Your contact person

Christian Gleißner

TRANSFORMATION MANAGEMENT Lead