Expertise
Successful projects with
ORGANIZATIONAL DEVELOPMENT
DIGITAL TRANSFORMATION
ORGANIZATIONAL DEVELOPMENT
DIGITAL TRANSFORMATION
Organizational development
 
Structure follows strategy: optimal internal structure is a decisive success factor for companies striving to meet the strategic requirements of all stakeholders - customers, employees, suppliers, shareholders and the public. To what extent should or must an organization be flexible, adaptive, innovative and open in its life cycle in order to anticipate market trends, to develop innovative products, services and business models, to promote growth, and to enable withdrawal from non-sustainable business areas? Some examples of Implementation projects in organizational development acondas has supported include:

  • the implementation of new organizational models at the group, division or functional Level
  • post M&A integration
  • company spin-offs (carve-out)
  • competitiveness improvement programs
  • the implementation of new guidelines, e.g. compliance Management
  • management and control model change for corporate Management
  • corporate culture assessment and cultural change programs

The implementation of organizational changes goes to the core of every company. It is not only highly complex and therefore requires stringent project management, but is also depends on the willingness to change of all employees and therefore requires complete and careful change management.
 
 
 
 
Formation
Growth
Maturity
Consolidation
 
 
 
 
Project topics
 
 
New business models
New business units
New operating models
Growth programs
M&A/PMI (integration projects)
Organizational scaling
Performance improvements
Process optimization
Organizational adjustments
Portfolio adjustments
Carve-out
Dismantling programs
 
Formation
Growth
Maturity
Consolidation
 
 
Project topics Formation

New business models
New business units
New operating models

Project topics Growth

Growth programs
M&A/PMI (integration projects)
Organizational scaling

Project topics Maturity

Performance improvements
Process optimization
Organizational adjustments

Project topics Consolidation

Portfolio adjustments
Carve-out
Dismantling programs

 
 
 
 
Sustainability and compliance
Innovation management
New working methods
 
Our approaches:
PMI1 of 5
 
acondas ONE® is a systematic approach for post-merger integration projects which consists of four components:

  • ONE Business: integration of business model, evaluation of synergies, development of measures
  • ONE Company: integration of organizational model, processes and systems
  • ONE DNA: cultural analysis, common target culture, measures for cultural integration
  • Project and change management: master plan for integration and change tasks

Following this approach, we ensure that companies successfully merge together to become one through integration projects.
Post Merger integration at an international chemical company.
Further project examples
 
 
Our integrated Project and Change Management
for successful project implementation
 
 
Even the smartest corporate strategy will not implement itself. Since people's attitudes and behaviors do not change automatically, implementation projects require active project management and extensive change management.

Our integrated project and change management approach (acondas PCM®) combines the "hard" factors of project management with the "soft" factors of change management. Our approach addresses all success-critical aspects of change projects and intervenes in a targeted, active and effective way in change projects. This is how we ensure the sustainable implementation success of the projects.

Our employees are trained project and change managers with high methodological expertise in traditional and agile project management as well as the fields of action of change management. The combined PCM approach ensures that project tasks and the change processes are planned, monitored and tracked from a single source.
Because: Nothing is good unless you do it.

 
 
Here’s how you benefit:

  • Better project results through a holistic view

  • Faster implementation thanks to more motivated employees

  • Higher commitment to project results thanks to visible sponsors and opportunities for participation

  • More efficient and effective control by identifying dependencies and synergies

  • Risk minimization by involving all important Stakeholders

  • Measurable results through integrated progress and success tracking

 
Project management: classic, agile or both?
 
Our many years of experience supporting hundreds of successful implementation projects have enabled us to gain comprehensive, high-level, practice-relevant methodological knowledge in project management, both in classic and agile methods. At the start of an implementation project, we provide our customers with competent advice on selecting the project management method that best suits the situation. In our experience, this is already a key success factor for the subsequent implementation phase.
 
TRADITIONAL PROJECT MANAGEMENT
AGILE PROJECT MANAGEMENT
TRADITIONAL PROJECT MANAGEMENT
AGILE PROJECT MANAGEMENT
The traditional acondas approach: Strategy for change as starting point
 
 
 
  • Strategy for change
  • Implementation concept
  • Project execution
  • Target achievement
 
 
In traditional project management, projects have four phases: initiation, planning, implementation and completion. These phases are typical of stable and unambiguous project situations that can be planned sufficiently deterministically. Typical project topics include organizational projects with an implementation date (“Day 1”) and in which implementation steps and tasks can be determined relatively precisely in advance. Our post-initiation services typically include:
Implementation concept
Based on strategic preliminary considerations (e.g. acquisition or spin-off decision, cost or performance goals), we develop a suitable implementation concept in cooperation with our customers. To do this, the operational target image or the target status must first be defined and compared with the initial situation. Then fields of action are derived, the scope of the project is defined, implementation goals are defined, tasks are planned, responsibilities are assigned, and the timeline and framework conditions of the implementation are set.
Implementation of the implementation project
In the next step, we accompany our customers in implementing their project. We detail the project tasks, check results, track project progress, record risks and need for decisions, make decisions, define measures and plan implementation steps. With our integrated project and change management (acondas PCM), we ensure project progress and guarantee that all relevant stakeholders are brought on board and integrated early on.
Achieving objectives
We achieve the desired goals in close cooperation with the customer’s employees from project and line organization. To ensure that the desired changes are fully accepted and acted on by all employees of the organization, we support our customers with communication tasks, conduct training courses and accompany new processes and systems in test and regular operation.
 
Change Management
 
Organizational changes are always brought about by people. Established structures, attitudes and behaviors do not change overnight, and certainly not on their own. In addition, changes often create uncertainty, excessive demands and frustration among the managers and employees involved and affected. In addition to stringent project management, implementation projects therefore require the same level of systematic and targeted change management.

The first step is to clearly identify the employees affected by changes and the managers driving the change. The causes, reasons and objectives of the intended change must then be clearly stated and communicated just as clearly and comprehensively. Then it is important to identify the concrete effects for each individual employee and to empower employees and managers to implement the desired changes in everyday business. This is done through target-oriented and situation-oriented offers of skills development. Credible role models who live the change, especially at the management level, strengthen the willingness to change. Supporting measures such as the introduction of new incentive or development processes have proven to be extremely helpful so that changes can be firmly anchored in the company in the long term.