What difference can I make to your business?

Why choose me?

Psychological comfort with change is crucial for a successful change process in an organisation. It's about creating an environment where employees feel safe enough to express their thoughts, concerns and ideas without fear of negative consequences. When employees feel safe, they are more likely to actively engage in the change process, share knowledge and contribute constructively to achieving the organisation's goals.

I actively listen and create open communication channels where concerns and ideas can be freely expressed. All in complete confidentiality. If something negative, such as redundancies, needs to happen, it must be clear and clarified in a separate process.

Then we are ready!

How do we start a digital transformation process?

How we start a digital transformation process is crucial to its success. Here's an idea: First, identify needs and goals. Why are we doing this and what is the goal of the change. Include current pain points. Then build the vision for the changed organisation. Why will it be good? Then get all stakeholders involved and have an open dialogue with them. Then focus on an action plan with key projects, resource allocation and timelines. Finally, it might be a good idea to start with manageable pilot projects to confirm the vision.

We look at your organisation together

An 'as is' analysis is an important part of any change process. It involves a thorough examination of the organisation's current state, processes, systems, resources and culture. The aim is to get a clear picture of how things are currently working, identify any inefficiencies or challenges, and determine areas that require improvement or change. With a calm and methodical approach, I ensure that the organisation gains a clear and in-depth picture of its current state. Uncertainty and risk are already factored in.

We're going that way and I'll help you

After the "as is" analysis, a "to be" analysis naturally follows. While the "as is" analysis focuses on understanding the current state of the organisation, the "to be" analysis creates a vision for the desired future state of the organisation after a change process. I emphasise the inclusion of these five steps. 1. Developing a vision, which should be clear and inspiring. 2. Design of future processes. 3. Resource allocation and training/education. 4. Often overlooked: is there a need to focus on culture and collaboration? 5. Finally, draw up an action plan, defining phases, steps and time.

You now know both the short and long term plan

It's important that the action plan focuses on both long-term and short-term plans to achieve an effective change process. Long-term plans focus on the organisation's future goals and strategic direction in the longer term. Short-term plans focus on implementing concrete initiatives and achieving quick wins in a shorter timeframe. I ensure that the organisation is moving purposefully towards its strategic goals, while also achieving quick wins and thus showing continuous achievement of concrete results. This creates motivation among employees.

Step 1 We look at the company's current overall strategy. Does it exist, does it need updating, do we need to make a temporary one, etc. Does it set good boundaries for the digital strategy to operate within? Can we identify the key decision makers for the digital strategy? Is there a short-term element and a long-term element? If we can answer yes, then we're ready for the digital strategy, if not, we need to do some wrap-up and finalise the last elements.
Step 2 Now we build the digital strategy. The relationship to the overall strategy and decision-makers is important. Next, build an organisation (large or small) and create a plan. Then a target situation (which can be changed along the way) so that everyone can understand and see themselves in the 'new world'. I would recommend always starting with small pilot projects to give everyone practical insight into both the process and the end product.
Step 3 Then we look at the current organisation - a kind of 'as is' analysis. This will give an insight into how big of a change we're looking at and also provide the first insight into a risk analysis. So in addition to technical aspects and their complexity, we also gain insight into organisational aspects, and thus the more human reactions. We can now begin to estimate the size and duration of the project, and thus also assess the best approach (methods and process).
Step 4 A combination of 'as is' and the digital strategy gives us a basis to build a plan to get to the end goal. If we need to change the boundaries from 'Step 1', we will do so - if we are allowed. We can now take the overall goal and break it down into sub-goals. From here, we can then create the first draft of a plan. Whether it's Agile, Waterfall, self-construction, etc. depends on the project, the company and the participants - the important thing is that now we can make a meaningful plan, project organisation and communication plan. So now we already have a digital strategy and a plan to reach the goal. We know where we are going and how.
Step 5 Now there is a strategy and a plan to execute it in your unique business. In terms of uncertainty, we are now on much safer ground than before Step 1. Of course, in terms of reaching the goal, there is still the whole execution part. Of course, it also has elements of uncertainty, but these can be minimised through tight control and good reporting. The overall executable vision and plan can now be communicated to all relevant stakeholders.

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