Restructuring and Integrations

What we do for clients? 

When complex changes are implemented well, they can create substantial results. Handled the wrong way, changes can lead to large irreperable damage.

We are implementers with industrial values. We have a consulting approach that is closer to operational line management than traditional consulting. 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:

• Restructuring
• Post-merger integration
• Turnaround processes
• Financial restructuring
• Strategy and Business Development
• Reorganizations
• Performance implementation

How we work with change processes?

Agreed understanding of situation and objectives

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 knowledge and initiatives in the organization. Data and opinions are collected, recognized and pro-actively used to create and develop alternative solutions and actions. Involvement of 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 to 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 to transforming an 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 the capability to understand of power relations/ distribution, informal networks, influence and “horsetrading”/bargaining
• The symbolic (cultural) dimension and the capability to understand which actions and symbols evoke antipathy and sympathy, as well as what yields authority and credibility.

Genuine changes in attitudes creates new opportunities

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 groups of individuals creating inner motivation to change. The individual and collective will to change must be supported by a common change methodology to ensure that objectives are realized. This will create an individual and collective "force of change" towards the common objectives.

Custom tailoring 

Rokade has a comprehensive methodology which is based on a combination of leading change management theory and practical experience. Out methodology is custom tailored to the individual situation and needs for each client.

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

Logic phases in the change programs are 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 visible and well recognized project/program manager is the "CEO" of the improvement process. A program organization with sub-projects is established, staffed by key people from the client company, and given responsibility to carry out the work. Each sub-project is headed by a project manager. The program managers and the project managers are responsible for the management, coordination and control function of the improvement program.

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 solutions. Implementation decisions are then made on the basis of identified alternatives. The project Steering Committee then presents and recommends prioritised solutions to the company management, who make the actual decisions. Certain decisions will also require approval by the Board of Directors.

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.

This structure for "performance implementation" will ensure effective identification of deviations  with controlled decision, and the implementation and follow-up on corrective measures.