Effective change management
By Developement

Strategies, models and key phases for successful organisational transformation”  

In a world that is constantly changing, the ability to adapt is not only desirable, but essential. Whether companies are introducing new technologies, revising business strategies or responding to external challenges, change management plays a central role in making change effective and sustainable.  

But what exactly does change management mean? What are proven models and strategies, to successfully implement change? In this article, you will not only find out what change management is and why it is crucial for the success of your company, but we will also present the best-known models and explain which phases you should pay attention to in order to reduce resistance and anchor changes in the long term.   

What is change management?  

Change management refers to the active management of transitional processes within an organisation – from planning to implementation and monitoring. It aims to make the transition from a current situation to a new state as smooth as possible. It is not just about technical or structural adjustments, but also about taking human factors such as employee acceptance and motivation into account. Successful change management helps to minimise uncertainties and promote a positive attitude towards change.  

The importance of change management  

For companies it is now more important than ever to adapt to new or impending changes, so that they can remain effective and competitive. At a time in which organisations are under immense pressure, they must keep pace with the latest technological developments, adhere to strict legal requirements and fulfil increasing demands for sustainability. At the same time, it is necessary to consider the needs of employees for a better work-life balance in order to retain them and remain attractive to new talents. Change management supports companies in mastering these challenges, recognising change as an opportunity and implementing it successfully.  

The topic of change management addresses following points:  

  1. Reducing resistance: Change is often met with scepticism. Change management helps to address fears and create acceptance.  
  2. Clear objectives: It ensures that everyone involved understands the vision and objectives of the changes.  
  3. Minimise disruption: A structured approach ensures that business operations are not unnecessarily disrupted.  
  4. Measurable results: Change management enables progress to be tracked and the success of the change to be evaluated.  

2 Classic change management models  

There are various change management models which adopt different perspectives and approaches. Among the best known are the 3-phase model by Kurt Lewin and the 8-step model by John P. Kotter.    

3-phase model according to Kurt Lewin  

Lewin’s change management model is a fundamental concept of social psychology that describes changes in social systems. It dates back to the 1940s and is still often used today in organisational development and change management, in order to better understand and shape change processes. The model is based on the so-called ‘field theory’, which states that in organisations there are always two fundamental force fields at work. On the one hand, there are those who want to maintain the status quo, and on the other, those who provoke change. According to this model, in order to bring about change, the equilibrium must be temporarily suspended and the pushing forces must be given more room to manoeuvre.   

Lewin also uses the example of an ice cube to describe the three phases according to which changes occur in social groups:  

  • Refreeze: In the final phase, the new state is stabilised and integrated into the corporate culture. The aim is to consolidate the change and ensure that it is maintained in the long term.  
  • Unfreeze: In this phase, the status quo is scrutinised. It is about loosening existing habits and attitudes, overcoming resistance to change and creating an awareness of the need for change.  
  • Change: This is where the actual transition takes place. New processes, technologies or behaviours are introduced. In this phase, communication is crucial to support those involved and reduce uncertainty.  
8-stage model according to John P. Kotter

This model is a further development of Lewin’s 3-phase model and focuses primarily on the people who experience these changes. The central question here is how changes can take place so that managers and employees do not reject them and trust the process.   

In his study, Kotter was able to prove that more than half of the companies he analysed fail in the initial phase of change processes. To prevent this from happening and avoid common mistakes, the following 8 steps should be taken:   

  • Step 1: Create urgency: A sense of urgency must be created so that everyone involved recognises the need for change.  
  • Step 2: Build a leadership coalition: A strong leadership team must be formed to lead the change.  
  • Step 3: Develop vision and strategy: A clear vision and strategy for the change must be formulated.  
  • Step 4: Communicate the vision: The vision must be communicated continuously and clearly.  
  • Step 5: Remove barriers: All barriers that could hinder the change must be identified and removed.  
  • Step 6: Achieve short-term successes: Small but visible successes should be celebrated early on, to encourage motivation and commitment.  
  • Step 7: Consolidate results: The progress made must be used to implement further changes and reinforce change.  
  • Step 8: Anchoring change: The change must be anchored in the corporate culture so that it is permanent.   

Now that these basic change management models have been introduced, the most important phases of a change process can be analysed in more detail. These provide a structured framework for implementation and are crucial to ensure that change is implemented systematically and sustainably.  

The phases of change management  

The relevant transitional processes in change management can be roughly divided into 5 phases.  

  1.  Preparation (awareness and analysis):  

The need for change is usually instigated by one or more triggers. It is a fact that organisations are at this point dissatisfied with the current situation and existing developments. The triggers can be external, such as market changes or technological innovations, or internal, such as staff turnover or strategic decisions. Several triggers often act simultaneously and reinforce each other. One example of this is a pandemic (external trigger) that accelerates the digital transformation and simultaneously necessitates changes to internal processes.  

The analysis of the current situation begins with the awareness that change is necessary. In this phase, the current situation is analysed in detail, the need for change determined and the desired target state is defined. It is particularly important to consider all relevant parties involved and to carry out a stakeholder analysis in order to subsequently develop a well-founded strategy for change.  

Tip: Employees play a crucial role in this context. As not all of them are open to change, it is important to take their concerns seriously. Open communication and the early involvement of employees in the process are essential in order to create a positive culture of change and reduce resistance.  

  1. Planning (design and strategy)  

The planning phase forms the foundation for the entire change process. This phase is about developing clear structures and strategies that guide the change process and make the desired goals achievable. A well-thought-out plan reduces uncertainties, minimises risks and creates a solid basis for implementation.  

This plan includes, among others, following points: 

  • Definition of goals and success factors  

Clearly defined goals and success factors provide orientation and enable continuous monitoring of success.  

  •  Creation of a communication plan  

A detailed communication plan ensures that relevant information is communicated to all those affected in a targeted and timely manner.   

  • Development of measures and processes  

Concrete measures and harmonised processes structure the path to achieving objectives and create clarity regarding priorities and responsibilities.  

  • Resource planning  

Realistic planning of budget, time and personnel ensures that the change process can be implemented efficiently.  

Tip: Open and transparent communication throughout the entire change process is crucial. It is important to regularly inform employees about goals, progress and changes, and to ensure that all questions and concerns are answered promptly.  

  1. Implementation   

In this phase, the previously developed plans are actively put into practice. This includes the training of employees, the introduction of new technologies, processes or structures and continuous communication in order to avoid any resistance. Targeted training measures prepare employees for the new requirements, while the introduction of technologies and processes ensures that the changes are thoroughly implemented.  

To promote acceptance, it is important to actively involve employees in the change process through regular communication and support. At the same time, resistance is recognised and actively addressed in order to provide employees with the best possible support during this phase. Managers should exemplify the change and act as role models. Their behaviour is observed by employees and influences how they accept these changes.  

Tip: Remain flexible and open to adjustments during the process. Not everything will work smoothly straight away and it is important to react to unexpected challenges and adapt the plan if necessary.  

  1. Stabilisation (anchoring in the corporate culture)  

The changes introduced are now permanently integrated into the organisation. Regular reviews of the results and adjustments to the measures ensure that the changes are sustainable. New structures and processes are also anchored in the day-to-day running of the organisation so that they become part of the corporate culture.  

Continuous monitoring and feedback make it possible to measure the success of the changes and make further adjustments if necessary. Successes should be made visible and recognised in order to motivate employees and promote acceptance of the changes. Rewards – whether in the form of praise, financial incentives or other forms of recognition – help to ensure that employees remain committed.  

Tip: Even small successes can be celebrated! Recognising and rewarding employees strengthens their sense of belonging and promotes a positive attitude towards change.  

  1. Evaluation (follow-up and learning)  

At this point, the entire change process is reflected upon and evaluated. This begins with measuring the results achieved in comparison to the originally defined objectives. Here the originally defined success criteria are scrutinized, and it is checked whether the change process has achieved the desired results. This analysis makes it possible to identify both successes and potential for improvement.  

In addition, the success factors and challenges that characterised the process are analysed in detail. Which strategies and measures worked well and where could obstacles be identified? The documentation of these gained insights forms a valuable basis for the planning of future change processes. This allows companies to learn from their experiences and continuously improve.  

Tip: Change management is a long-term process. It is therefore important to ensure that the changes continue to be maintained and adapted even after implementation.  

Each phase – from analysis and planning to implementation, stabilisation and evaluation – contributes to making the change not only efficient but also sustainable. Continuous communication, the involvement of employees and regular reviews of progress are crucial for anchoring the change in the organisation in the long term.  

Conclusion  

Change management is an essential tool for companies that want to be successful in a dynamic world. A well-thought-out and structured approach makes it easier to deal with change and promotes sustainable implementation. Clear communication, strategic planning and the active involvement of employees are crucial.  

This article has presented proven change management models and shown how they support companies in implementing change in a targeted and structured manner. The five phases of a successful change process – from analysis, planning and implementation through to stabilisation and evaluation – provide a clear framework for systematically managing change and anchoring it in the long term.  Only if change management is understood as a continuous process can companies remain flexible and grow in the long term. Those who actively shape change and manage it in a targeted manner lay the foundation for a successful future.