Strategy development and change management
Strategies that are initially developed by management following complex processes are all too often doomed to failure when implemented: This is because employees do not know and realize them. The change processes themselves turn out to be fragile and accompanied by numerous imponderables. In addition, resistance and risks emerge during the course of implementation, meaning that the desired changes too often remain unfinished. This undesirable effect is a particular challenge for process facilitators, moderators, consultants and decision-makers.

About the book
This book shows ways in which strategic approaches combining the disciplines of moderation, change management, project management and process support can actually have a lasting effect. The linking of these disciplines in terms of content and methodology at the technical and process level is an essential element of successful strategy implementation. The author offers overviews and structuring aids for this purpose. Detailed, tried-and-tested work aids and flowcharts supplement the technical impulses to create a strategy implementation manual that focuses on the active and value-adding participation of employees and managers. Enrichments on systemic and agile thinking and approaches round off the work.

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