In order to meet the demands of customers and partners in the long run, it is necessary to periodically question previous procedures, techniques, processes or tools and adapt them whenever needed. A planned and structured introduction is the precondition for successfully establishing changes in an organization and with its employees.

Course of Action

An introduction is a normal project: It is important to structure the implementation by selecting a project team, determining framework conditions, agreeing on realistic and measurable goals and defining concrete work packages, such as a marketing, training, coaching, piloting and possibly migration concepts. The project team has to represent the various groups in the organization and it also has to have a positive attitude towards the project in order to be able to act as multipliers. Before the implementation starts, the project team has to define a process including the selection of suitable methods.

During the implementation, it is wise to document the insights, such as the course of the project, difficulties, countermeasures and results. They can be used for follow-up projects as best practices and to adjust the current project.

Marketing Strategy

In many projects, those who are most affected by an introduction are informed far too late. The early disclosure of information reduces reservations and fears among the concerned employees. In addition, advertising the planned change leads to a motivation that makes the employees curious and convinced of the change. When creating the marketing strategy, it is important to think about the target groups and their need for information. Depending on the target group, several different marketing measures may be useful within one organization.

Concept for Knowledge Transfer

Deep down in every human being there is the need for security, which is created by known methods, systems and environments. Therefore changes are something unknown that can disturb the need for security and trigger fear and resistance. In order to reduce these possible fears and resistance, the concept of knowledge transfer should not be underestimated when introducing something new. This should happen in the context of change management. The increase in knowledge is divided into two different and mostly consecutive knowledge types. The first is the declarative knowledge – that means the knowledge of a fact. The second one is the procedural knowledge – the ability to apply the acquired knowledge.  Carefully planned, prepared and implemented training and coaching concepts, as well as clearly documented guidelines are most times an important basis for the implementation.

Piloting Concept

Pilot projects are a good way to try out new methods or tools in a real environment. In a small framework, changes can be tested before they are carried throughout the company. With that, changes can be thoroughly tested and, if necessary, adjusted. Not every project is suitable as a pilot project. Before selecting a pilot project, specific criteria should be established for the selection. Only a project that fulfills as many of these criteria as possible is suitable.

Migration Concept

Especially when it comes to the introduction of new tools or methods, it is imperative to develop a migration concept beforehand to avoid data loss or coordinate the often risky reorganization of processes in a critical project. A migration concept first and foremost considers which data needs to be migrated (from a tool, for instance) or be archived or whether a new method is going to be implemented in a newly starting project or if it also needs to be integrated into ongoing projects. By differentiating between several migration levels, reorganizations can be implemented step by step rather than as an abrupt and complete restructuring.

Agile Introduction Strategy

Agile approaches are suitable for the introduction of new methods as well. In sprints, selected methods, drawn from a previously defined method backlog, are periodically tested over the duration of the sprints and evaluated in a retrospective at the end of every sprint. Every method that proves successful is set to be implemented and used in the future. All other methods will not be used again. Thus, the established approach is improved in short cycles, without having to resort to a singular, monolithic restructuring. Rather, a successive process of improvement and change takes place.

Do you have any questions?

If you have any questions to the consulting and project work of SOPHIST, we are at your disposal: from the organization and preparation to implementation and follow-up. We will be happy to help you.

Your contact person:

vertrieb[at]sophist[dot]de

+49 (0)9 11 40 900 64

Your contact person:

vertrieb[at]sophist[dot]de

+49 (0)9 11 40 900 63

Your contact person:

vertrieb[at]sophist[dot]de

+49 (0)9 11 40 900 78

Your contact person:

vertrieb[at]sophist[dot]de

+49 (0)9 11 40 900 62

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