Business integrations and turnaround processes

What we do for clients? 

When difficult changes are implemented well they can create vital results. Handled the wrong way, changes can lead to irreperal damage.

We are implementers with an industrial value base and we use working methods that are closer to the operationals than those used by traditional consulting companies. This orientation is distinguished by a deep understanding of the difference between knowing what to do, and how to get it done.

 

Rokade therefore offers a range of Change Management Services:

 

• Post-merger integration
• Turnaround processes
• Financial restructuring

 

How we work

 

We strive to establish a common understanding of the business´s situation and its strategic objectives. Likewise, we work to create strong commitment to the purpose and objective of changes, both at board and management levels.

We do not believe in defining, top-down, how synergies or cost reductions are to be realized. Our experience tells us that it is important to recognize all competence in the organization and to utilize this in creating alternative solutions and actions. Combining organization-wide competence in developing solutions, with holistic management decisions creates a rational and efficient symbiosis of top-down and bottom-up approaches. This helps ensure ownership of solutions and a strong commitment to achieving objectives.

 

Patient impatience

Involvement requires time, but implementation speed is also important. This balance varies from change process to change process.

 

Handling the complexity of the challenge

The approach taken with a changing organization cannot only be based on “surface structures” such as organizational structure and hierarchy, strategy, systems, goals/objectives and reporting. There are also three key “deep structures” and dimensions that must be seriously considered and cautiously handled:

 

• The people dimension (HR) 
• The political dimension and an understanding of power relations/ divisions, informal networks, influence and “horsetrading”
• The symbolic dimension and understanding which actions and symbols evoke antipathy and sympathy, as well as what yields authority and accountability.

 

Genuine changes in attitudes creates new opportunities

To create lasting changes of behavior over time requires changes in fundamental values and attitudes. This is a challenging and time consuming process which depends upon individuals and the group having an inner motivation to change. The individual and collective will to change must be supported by a common methodology (the corporate toolbox) to ensure that objectives are realized.

Step-by-step approach and management of the improvement process

Good phase-logic in the project work is essential to build understanding of and commitment to the change process. A logical chronology in the development of arguments and solutions contributes to building the momentum necessary for good implementation.

 

A solid foundation for the change and improvement process is laid in the mobilization phase. The next logical step is to conduct mapping and analysis as a basis for defining new alternative solutions. Implementation decisions are then made on the basis of identified alternatives. The project Steering Committee then presents and recommends prioritized prioritised solutions to the management, who make the actual decisions. Certain decisions will also require approval by the Board of Directors.

 

An authoritative Project Leader is the general manager of any change process. Together with her/his assistants, the Project Leader is responsible for managing and coordinating the change process.

Ensuring implementation and realisation of objectives

Once goals have been defined and corrective actions have been decided, considerable dedication from management and organization is required to implement them. Appropriate reporting and follow-up routines are also needed to monitor and keep progress on track.