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When the success of change initiatives fails to materialise, there are usually “good” reasons for this: people’s willingness to change has been overestimated, their tendency to fall back into habitual behaviour has been underestimated, and there is a lack of reasonable criteria by which success can be measured. These are costly mistakes which not only have a lasting impact on your workforce’s moral and motivation, but also cost you a great deal of money in the short term.
Good change projects regard communicating the objectives of the change project in a way that is appropriate to the target group in question as the key to success. Furthermore, supporting sustainable changes in employees’ behaviour through the use of “key behaviour indicators” (KBIs) is often more important than compiling classic key performance indicators (KPIs). The latter often provides data drawn from the past, which, for the most part, has no direct influence on future human behaviour.
Our partners have managed and monitored change projects in both medium-sized companies and corporate groups, and have a highly detailed understanding of the pitfalls involved. We would be delighted to advise and support you in ensuring the optimal success of your projects, from both a personnel- and business-based perspective, through the application of professional change management.