from fractures to bridges

The current economic climate is characterized by profound uncertainties and dynamic changes. Companies, regardless of their size or geographical location, are increasingly faced with the challenge of not only adapting to dynamic market conditions, but also making strategic decisions that are both sustainable in the long term and can be adapted with agility in the short term.

Whether due to disruptive technologies, economic conditions or geopolitical developments, organizations must constantly realign themselves and face a wide variety of challenges. This often results in enormous psychological and emotional stress for the people affected.

Over the past two years, we have used our change management expertise to support numerous companies facing the challenge of closure or restructuring. Based on this extensive best-practice experience and the success factors derived from it, we have developed a structured eight-point plan that helps companies to manage upcoming change processes in a proactive and targeted manner.

Eight-point plan for successful change management

1. emotions as a starting point for stability

A closure or restructuring presents organizations with major challenges – both emotional and strategic. Grief, uncertainty and worry characterize both the workforce and the management level. In order to counter these tensions, it is crucial not to suppress emotions, but to actively address them.

This requires spaces in which employees and managers can talk openly about their fears and concerns. Different perspectives can be shared and processed in such “protected formats”. It’s not just about burdens, but also about opportunities and hopes that can accompany the change process. This positive focus can help to dissolve blockages and transform resistance into constructive energy. Such discussions are more than just an emotional relief. They provide valuable insights into where concrete measures need to be taken in order to successfully shape the change. Emotional stabilization thus becomes the foundation for a sustainable transformation.

2. communication as the basis for trust

Transparent and proactive communication is key to managing company closures and restructurings. Uncertainties and rumors arise primarily where information is lacking. A clear communication strategy that includes all hierarchical levels is therefore essential.

Regular feedback loops and structured communication cascades ensure that information is distributed in a timely and targeted manner. It is crucial to plan communication at an early stage, ideally before the official announcement of the closure or restructuring. Clear messages and suitable communication channels can help to quickly clarify pressing issues and prevent rumors from spreading. If employees understand what they are facing and why certain decisions are being made, this not only strengthens trust, but also makes it easier to overcome the challenges together. Well thought-out communication thus becomes an anchor in times of change.

3. change competence and organizational structure as a success factor

Managing a transformation process demands a lot from managers – especially when they themselves are struggling with the effects of a company closure or restructuring. This makes it all the more important to strengthen leadership and change skills in a targeted manner, as they are crucial to the success of the process. Specially designed training courses can help to develop the necessary skills.

These include, for example, active listening and sensitizing employees to their emotional needs. At the same time, it is important not to lose sight of the individual challenges faced by managers: Dealing with stress and building personal resilience are essential components of holistic preparation. Well-trained managers thus become multipliers of change. They are able to professionally support their teams in this challenging phase and actively drive the transformation forward – a decisive step towards a successful realignment for the next or final years.

4. empowerment for employees “Activate the Base”

Not only the management level, but also the entire workforce must be empowered to actively shape change. Practical tools and e-learning training can help to strengthen employees’ self-efficacy. Such approaches not only make it easier for individuals to deal with change, but also convey the feeling of being part of the process.

This involvement is crucial, as a transformation process can only be successful if it is supported by everyone. Employees who feel empowered to actively contribute not only develop more resilience, but also learn to deal better with the difficult situation and find a personal path through the change.

5. create structures to manage change

In addition to training people, organizational measures are also needed to manage transformations in a targeted manner. Central coordination and governance of the process (e.g. change management office) can maintain an overview of the various initiatives and ensure that all measures are coordinated.

Another promising approach is the involvement of so-called “change ambassadors”, employees who act as a link between teams, middle management and company management. Their task is to collect feedback from all levels and adapt measures accordingly. This role can make a decisive contribution to sustainably increasing the acceptance and effectiveness of the transformation process.

6. Strategic realignment as the final milestone

In this phase of a company closure or restructuring, the focus shifts to the strategic realignment of the organization. This raises a key question: How should the company be culturally and strategically aligned in its final months or years?

The highest management level plays a decisive role here by prioritizing key projects and defining clear guidelines. These include not only values for cooperation – such as a common corporate culture – but also strategic guidelines that provide orientation. Together with the “change ambassadors”, these optimized values and framework conditions can be anchored in the organization. In this way, they create a stable foundation that shapes the remaining or upcoming time in the company.

7. Individual support as a supplement

If general measures are not sufficient or personal challenges require a different approach, it makes sense to rely on individual support. Individual coaching and team support offer valuable help in addressing specific problems in a targeted manner.

Such approaches make it possible to focus on both the operational requirements and the emotional burdens of those involved. They therefore create an important basis for addressing individual needs and strengthening the entire transformation process.

8. A dignified closure

The closure or restructuring of a company is more than an organizational act – it is part of the company’s history. Respectful treatment of employees and an appreciative culture are crucial for shaping the remaining time positively and creating a lasting legacy.

Companies facing similar challenges can benefit from a structured and empathetic approach. With a well thought-out yet agile strategy, a closure or restructuring can not only be successfully managed, but also used as an opportunity to strengthen the corporate culture and ensure a respectful farewell.