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Achieving a dramatic cultural change can be a tall order for many businesses. To get it right, the company must do a lot of consulting work. I have seen it first hand because I have worked with a top rated specialist in the field of change management. Change management is a tool, a technique and the process of controlling the various aspects of change in order to attain a set of required outcomes. Change takes into account all the basic organizational tools that can be applied to the process to make effective personal transitions to help the entire organization realize change. At its most basic level, the process narrows down to the structure, the strategy and the culture of the organization. Many consultants put a lot of emphasis on training, designs and strategies all of which are vital aspects of the process but that still is not an assurance that change will come through as expected. The techniques applied are never fault-proof and there are situations where some common strategies may never apply. Dr. Kraus, a Germany-based change manager saw a nitche in this and came up with a concept on how make the process a little easier and has heavily invested on how to execute change for companies. I thought it would be a great idea to write something about it. Well, Dr. Kraus is an award-winning change management consultant whose solutions have enabled many firms to achieve change management. Implementing Change Management Implementing change can pose a number of challenges to an organization. That’s where change management consultants comes in handy. The problem is; many change management firms have been letdowns essentially because they don’t know how to balance the various attributes of change management with regard to the specific needs of a business. A good change manager should come up with unique solutions that will best suit the specific needs of his or her clients and helps them with implementing the blueprints from inception to completion. When handling a change management project, a delicate balance must be maintained to ensure that strategy, structure and culture of the organization are all given adequate attention. Many change managers have not mastered the art of equally incorporating the three attributes in change management projects. To get it right first time, He achieves change management by bringing the three properties together equally. Dr. Kraus view organizations as equilateral triangles with strategy, culture and structure at the corners and these corners are held together by change management at the center. According to his concept; change managers ought to adjust the three corners to keep the triangle in perfect balance depending on what phase of change the organization is at. Change management is a universal multilayered challenge. It is a reality that businesses face whether they are based in Bruchsal or on Wall Street. With every project an organization takes on, it is important to note the reasons as to why change management is needed by the organization, point out the ideal agents of change, come up with a team of specialists who need to be involved in the implementation process, assess the various stakeholders involved in the process and execute the process professionally as the ambassadors of change. How to measure breakthroughs. As I explained, Kraus‘ concept revolves around three pillars. Measuring attributes like strategy, culture and structure of an organization can be difficult. However, these properties affect can all affect mindsets. When there’s a change in mindset then identifiable positive shifts on how the organization’s systems run will be inevitable and that in itself is a breakthough. For instance, Dr Kraus coaches company staffs on sustainable practices, a program which puts more emphasis on growth instead of cost-reduction. As a result, the company will realize more profit instead of revenue; profit is measurable. Whose’s Dr Kraus why should we give his concept a thought? Dr. Kraus started out as an in-house consultant at Daimler in Germany in the mid-90s. Early in his career, he realized that he could not work in a fixed setting under permanent employment. Apparently, he thought that he had too much entrepreneur's blood and step by step became self-employed. He resorted to freelance jobs, handling small project management projects which grew bigger and bigger till he was managing complex change projects. Evolved and armed with a wealth of experience, his ‘ Change Management Service blends the three powerful components; strategy, structure and culture to effect change in organizations.
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