Understanding change

Nowadays, quick fixes are considered the solution of choice. This includes the belief that change can be achieved effortlessly and in no time at all. “But my experience is different,” says industry strategist Claudia Wörner. She explains: “Change is not easy, but it can be simple if you understand what the process requires.”

Management consultant Claudia Wörner has extensive experience with the positive and negative mechanisms of change processes through her long-standing collaboration with CEOs and executives in the industry. “Change,” she says, “takes 10 months or longer.” Often, long-standing habits need to be let go, entrenched structures dismantled, and new behaviors and routines integrated into both the individual and the organization.

The focus is on two key points:

1. No one changes without pressure.

This is a realization that doesn’t align with today’s fun-loving and easy-going society. But, let’s be honest: when was the last time you made a significant change in your life?

True change rarely happens voluntarily. It’s often driven by some form of pressure, which comes in countless shapes—health issues, family challenges, excessive overtime, complicated workflows, conflicts with superiors or colleagues, and so on.

“If you want to implement change in your company, you must first ask yourself: what kind of pressure exists for your employees?” advises Claudia Wörner. Without pressure, “there will be no change. Employees simply won’t bother,” explains the industry expert. The implication? If change is necessary, a source of pressure must be identified. “This doesn’t mean issuing threats,” she clarifies. “It’s about things like fewer opportunities for advancement within the company or reduced bonuses.”

 2. Adaptation is not the goal.

When change progresses steadily, the phase of adjustment and adaptation begins after 1–2 months. At this point, one might think the goal has been achieved. Things are running smoothly, positive feedback is coming in, and most people feel they’ve reached the finish line. “But this is when the invisible elastic band comes into play,” warns the consultant.

This elastic band represents the unnoticed backsliding that occurs after initial successes. You’ve probably experienced this yourself.

The elastic band remains in place until the change has become an intrinsic part of the individual or the organization. “This can take about six months or even longer,” says the industry strategist.

What can a company do to keep the process moving? “Knowing that change takes time is not enough,” emphasizes Wörner. It is the responsibility of leaders or those in charge to guide the entire process. “This means supporting, monitoring, and motivating,” she advises. She adds, “The greatest enemy in this process is not a lack of discipline but negligence.”

Wörner also recommends this approach to her clients in the fields of communication and public relations. “One-off actions are useless when it comes to changes in communication. The same rule applies here: continuity. Permanent information ensures that nothing is forgotten—neither by my clients nor by their customers.”

For this approach, there is a proven tool: the MasterPlanner.