Der Prozess des Change Managements sollte niemals \u00fcberhastet begonnen werden. Zuerst sind in der Regel einige Fragen intensiv zu kl\u00e4ren bzw. zu diskutieren.<\/p>\n

Welche Transformation ist \u00fcberhaupt notwendig und in welchem Umfang muss es zu Ver\u00e4nderungen kommen?
\n„Nicht alles war fr\u00fcher schlecht“ – diesen Satz kennen wir alle und immer wieder wird er umgangssprachlich benutzt. So lapidar er auch sein mag, oftmals trifft er ins Schwarze. Vieles, was ein Unternehmen auszeichnet, ist ansich f\u00f6rderungsw\u00fcrdig und sollte Bestand haben – auch und gerade dann, wenn es zu notwendigen Ver\u00e4nderungen kommt. Der „Case for Change“ ist also kein allgemeing\u00fcltiger Aufruf zur Umstrukturierung eines Unternehmens, sondern vielmehr der Hinweis, exakt und umfassend zu pr\u00fcfen, welche Unternehmensteile einer Performancesteigerung bed\u00fcrfen, wo auf den Wettbewerb reagiert werden muss, wo Service und Kundenzufriedenheit gesteigert werden soll und wo die Effizienzsteigerung der Mitarbeiter angestrebt werden kann.<\/p>\n

Au\u00dferdem ist die Fragen zu kl\u00e4ren, wie die Unternehmensf\u00fchrung auf den Wandel eingestellt ist. Der Prozess des Change Managements bedarf zielsicherer und ausdauernder Unternehmensf\u00fchrer, Kapit\u00e4ne, die das Schiff auch durch hohe See sicher man\u00f6vrieren k\u00f6nnen. Dazu ist nicht zuletzt auch die Ausrichtung und Kompetenz der Gesch\u00e4ftsf\u00fchrung kritisch zu hinterfragen und m\u00f6glicherweise durch geeignete Ma\u00dfnahmen zu stabilisieren. Ein Unternehmer bzw. Anteilseigner kann meist gar nicht oder nur sehr bedingt auf die Firmengeschicke Einfluss nehmen, wenn ein Gesch\u00e4ftsf\u00fchrer die Leitung des Unternehmens \u00fcbernommen hat oder wenn ein Vorstand die Geschicke leitet. Ist diese Besetzung auch f\u00e4hig, einen Neuordnungsprozess durchzustehen? Auch gegen Widerst\u00e4nde in den eigenen Reihen? Rechnen Sie nicht mit unkomplizierten Verhandlungen und Ver\u00e4nderungsprozessen, sondern stellen Sie sich gemeinsam mit einer kompetenten Unternehmensberatung darauf ein, dass es zu Anforderungen und Herausforderungen kommt, die es zu \u00fcberwinden gilt und die eine sorgsame und disziplinierte Vorbereitung erfordern.<\/p>\n

St\u00fctzen Sie sich auf die richtigen Kennzahlen. Betriebswirte und Wirtschaftsf\u00fchrer sind nicht selten zahlengl\u00e4ubig. Da werden interne Kennzahlen wir cash-flow, Umsatzrendite, Eigenkapital- und Fremdkapitalrendite genauso analyiert wie die Liquidit\u00e4tgrade, wie die Bilanzkennzahlen und viele mehr. Dabei sind die Aussagekr\u00e4ftigkeiten dieser Kennzahlen in der Regel eher bescheiden. Selbst bei einer umfassenden Jahresabschlussanalyse und entsprechend belastenden Posten ergibt sich noch l\u00e4ngst nicht die Notwendigkeit eines umfassenden Change-Managements. Erst dann, wenn viele Faktoren zusammen kommen, sollte eine Neuorientierung erste Maxime sein. Ansonsten verspielt man nicht selten das Vertrauen, dass man sich in vielen Jahren aufgebaut hat. Manchmal ist weniger n\u00e4mlich mehr.<\/p>\n

Nicht zuletzt kostet ein aktives Change Management Geld und Zeit. Sie werden Ressourcen ben\u00f6tigen, sowohl in Ihrer F\u00fchrungsmannschaft wie auch in Form liquider Mittel. Hierzu ist ein strategisches Projektmanagement zwingend notwendig, um den Prozess des Wandels auf stabile und tragf\u00e4hige S\u00e4ulen zu stellen. Nur dann k\u00f6nnen Sie sich sicher sein, dass Sie gut vorbereitet und mit der Unterst\u00fctzung einer soliden Unternehmensberatung in einen Wandel sich begeben, aus dem Ihr Unternehmen gest\u00e4rkt hervor geht.<\/p>\n","protected":false},"excerpt":{"rendered":"

Der Prozess des Change Managements sollte niemals \u00fcberhastet begonnen werden. Zuerst sind in der Regel einige Fragen intensiv zu kl\u00e4ren bzw. zu diskutieren. Welche Transformation ist \u00fcberhaupt notwendig und in welchem Umfang muss es zu Ver\u00e4nderungen kommen? „Nicht alles war fr\u00fcher schlecht“ – diesen Satz kennen wir alle und immer wieder wird er umgangssprachlich benutzt. 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