01
New processes
A task moves to another department, an approval runs differently than before. The people affected often notice it sooner than the plan does. We clarify who is touched before the changeover begins.
Change · Dubai and remote
Change management: so that change lands in daily work
New processes, a new system, AI in day-to-day work, a reorganisation: change rarely fails because of the technology, but because people do not come along. We plan with you who is affected, who has a say and who learns what and when, prepare leaders for the conversations with their teams and accompany the rollout until the new ways of working hold in daily practice.
Occasions
When something changes in the company and people are meant to come along.
A new process can be described and a system can be set up. Whether either holds in daily work depends on whether the people who use it understand what is coming and are willing to carry it. These are typical occasions.
02
A new system
The system has been chosen, yet people are meant to work with something different from yesterday. Questions and reservations are normal. We plan with you who learns what about it, and when.
03
AI in daily work
Where AI prepares work, teams ask what that means for them. Here, too, responsibilities have to be clear. AI drafts. A person checks. You decide.
04
A reorganisation
Responsibilities, teams or reporting lines change. Then it matters who has a say and who receives which information, and when. We put that in order with you before rumours travel faster than the announcement.
What we do
Plan, prepare, accompany.
Four tasks form the core. Which of them matter most in your case we settle in the first conversation.
01
Stakeholders
Who is affected by the change? Who has a say? We clarify this with you, so that nobody the change touches is taken by surprise and it is clear who may weigh in at which point.
02
Communication plan
Who learns what, and when? We agree with you in which order which information reaches whom, so that nobody hears important news first through the grapevine.
03
Prepare leaders
The conversations with the teams are usually held by their leaders. We prepare them for these: what they can say, what is still open and how to handle questions in the team.
04
Accompany the rollout
A rollout does not end on the start date. We accompany it until the new ways of working hold in daily practice, and look with you at where things still catch.
Process
Clearly agreed.
Put in writing.
Before every step you know what happens, what it costs and who is responsible.
01First conversation
We clarify what is changing, who is affected and what timeframe you have, in person in Dubai or by video. Afterwards you know whether we can help.
02Scope and proposal
You receive in writing what is agreed, what is out of scope and what it costs, before you decide.
03Confidentiality
On request, a confidentiality agreement before we see anything. Only then do you show us what is not meant for everyone.
04Stakeholders and communication
We clarify with you who is affected, who has a say and who learns what and when, and record it as a communication plan.
05Prepare leaders
We prepare the leaders for the conversations with their teams before those conversations take place.
06Accompany the rollout
We accompany the rollout until the new ways of working hold in daily practice. Then you decide whether and how to continue.
Limits
What this support is not.
We accompany the people through the change. Which processes change and where AI can take over work is a different topic; read about it under Business processes & ERP and AI & automation.
We do not promise a result; the decisions stay with you. Legal advice is not part of it. If you need support yourself as a leader, read Team leadership in change.
Common questions
Good to know.
Do you also carry out the new processes or the new system?
That is a separate topic. Change management is about the people: who is affected, who has a say, who learns what and when, and how the rollout lands in daily practice. Which processes change and where AI can take over work is covered under business processes and ERP and under AI and automation.
Who decides what AI takes over in the team?
You do. AI tools prepare and draft, a person checks every result, and you decide what gets implemented.
How is this different from coaching for leaders?
In coaching we work on your decisions, your role and your resilience as a leader. In change management we plan the change in the company: who is affected, who learns what and when, and how leaders conduct the conversations with their teams. Which topic suits your situation we settle in the first conversation.
What does the support cost?
We clarify that in the first conversation. Before we start, you receive a written proposal with scope and costs.
Do we have to disclose confidential information?
On request, a confidentiality agreement before we see anything. Only after that do we look at the plans, figures or personnel matters you choose to show us.
The next step
Tell us what is changing for you.
A few lines are enough. We settle the rest in the first conversation.
Related topics: Team leadership in change · Business processes & ERP · AI & automation · Business & management coaching · Crisis intervention in companies · All topics