Change Commitment
instead of Change Management

In Change Management, project management, planning of interventions, and consequent implementation are accomplished over the course of many years. For fgi, this serves as the basis of a change process, but is not required for its success.

Successful Change Management must reach the people involved. Therefore, we view Change Management as a persuasion task and concentrate our efforts on developing and expanding commitment to the changes. For fgi, there are four drivers at the core of this Change Commitment. Leadership, Change Communication, Guidance, and Participation.

The role of Leadership in change is far more than top management's power of persuasion. The attitude of each and every leader is decisive for the success of the change.

Change Communication gives the change important momentum and drives it forward. fgi focuses on a comprehensive and attractive change story with clear key messages, attractive change branding, intensive dialog, and precise implementation.

Guidance and the architecture of the change process deserve the utmost attention from the very beginning because employees are particularly sensitive to the order, pace, and scale of changes.

Participation generates commitment. Therefore, fgi keeps an eye out for opportunities from the outset to deliberately include employees in the change and in planning the change. Personal dialog is what counts here.

Link to Case:
Comprehensive re-orientation