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Agile Change Implementation

Ensuring capable and productive organizations under extreme conditions.

Agile Change Implementation:
Ensuring capable and productive organizations under extreme conditions.

The COVID-19 pandemic suddenly put many organizations out of commission with a single stroke - organizations that have had established structures, processes and forms of collaboration in place for decades. Thus, companies are faced with the challenge of rapidly adapting to new ways of working in order to maintain their productivity. At the same time, defined processes to facilitate such a massive change process are generally missing, since the phases of change management are being cycled through faster than plans can be created. Instead of implementing clearly-defined change management strategies in a well-organized manner, companies now have to react ad hoc. That requires more flexible and pragmatic forms of change management and company management.

Adaptation instead of optimization

This is precisely where agile change comes in and it focuses on using pragmatic and creative problem solving to ensure organizations are able to act during phases of great uncertainty and to cushion the impact of cultural shocks. Reflecting on your company values and management principles provides a guideline for the flexibility that is needed and the ongoing monitoring of work methods, thus allowing for quick adjustment to all of the dynamically changing conditions during the COVID-19 pandemic.

msg advisors has developed a three-tiered approach model that helps organizations effectively find their way through and out of the crisis:

msg advisors dreistufiges Vorgehensmodell

#1 Check your organization’s pulse

The massive operational changes caused by COVID-19 have left their mark on organizations. Teams and employees have to implement new work methods within incredibly short amounts of time, as well as develop and learn new principles of communication and collaboration. At the same time, these changes have invoked feelings of fear and uncertainty throughout companies and society – however, they have also given rise to new ideas and innovations.

Reflecting on “COVID Practices”

Guided reflection (a retrospective analysis) allows teams and organizations to analyze the current mood, work methods and problem areas: What is working well in the current situation, what is not going well, what is missing? How are teams and employees doing? What is the mood and how is the collaboration between teams going? Which processes and controls are helping the company at the moment and which processes and policies no longer service a purpose at the company? Which successes can be celebrated?

Spring cleaning for processes and governance

The current situation offers up the opportunity to re-examine outdated practices and guidelines that “have always been there”. Are they really necessary or can teams and individual employees be entrusted with autonomy/responsibility without guidelines, thereby making structures and processes leaner.

Re-prioritizing the digital agenda

Which digitalization measures are urgent and important right now? Maybe some priorities have shifted, maybe new work methods have been developed or maybe even new and innovative business ideas have come to light.

#2 Adjust the vision and strategy

In contrast to when the COVID-19 pandemic first started, companies now have the opportunity to actively shape their change process and consciously decide what their organization should look like after the crisis. This opportunity should not be wasted: a well-structured change process is essential for turning the valuable impulses gained from the aforementioned organizational reflections into concrete improvements and for effectively guiding the organization through and out of the crisis. This includes a clear formulation of the “what, why and how” of the planned transformation.

What: Identification of topics that hold opportunity

An evaluation of the findings from the retrospective analyses opens up opportunities to adjust the current business strategy, project portfolio and digitalization strategy. What do you want to take with you from the current situation? For example: more home office, making sure on-site workshops and meetings have a clearer focus, new production ideas or delivery chains? What does the future look like for your employees?

Why: Formulation of a future-proof vision

A convincing vision and positive “change story”, as well as employee appreciation during the crisis are crucial in countering uncertainty and fear. They provide a “light at the end of the tunnel” and motivate employees to hang in there. A clear and inspiring image of the future (purpose) has been proven to be one of the strongest motivational factors in times of crisis.

How: Develop a feasible plan of action

What does the set of measures (strategy) look like and which adjustments will you make? A well-communicated implementation plan provides structure and allows teams and employees to prepare for the changes the company has initiated and planned, and to be actively involved in them.

#3 Implement and anchor the changes within the organization

During the COVID-19 crisis, implementing measures can only be done under exceptional conditions. That is why it is important to consider the principles of agile change implementation, so that flexible approaches and pragmatic problem solving can be employed.

Flexible distribution of work packages

In the current crisis situation, companies often have certain departments and teams with very high workloads and then teams with a reduced workload, but who could easily help implement the improvements.

Getting quick wins

Depending on the set of measures, smaller improvements can be implemented quickly and pragmatically – while plans and designs for more complex ones can be drawn up (following the waterfall, agile, Kanban or a hybrid approach depending on the topic).

Intense communication at all times

Crystal-clear, constant and consistent communication that is in harmony with the new vision and change story is essential to the success of the implementation. To that end, the change story must be translated into the language used by each individual group of stakeholders. Adjusted processes, systems and organizational structures also form a foundation that allows changes to be embedded in the company.

msg advisors accompanies you throughout all phases of agile change implementation. You can help your company use the massive changes resulting from the COVID-19 pandemic to develop and strengthen your organization’s resilience.

Find out more

Thomas Praska 345

Thomas Praska

We are looking forward to hearing from you!

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Contact

msg industry advisors ag
Robert-Bürkle-Str. 1
85737 Ismaning

+49 89 96 10 11 300
+49 89 96 10 11 113

advisors@msg.group

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msg is an independent international group of companies with autonomous regional companies and subsidiaries and over 8,000 employees.

The msg group is active in over 25 countries in the banking, insurance, automotive, food, life science & chemicals, public sector, telecommunications, travel & logistics and utilities sectors. msg also develops integrated software solutions and advises its clients in all aspects of information technology.

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