What makes the special situation so risky?
A special situation…
… holds unfamiliar challenges:
Managing a special situation means developing a company purposefully and planned from a special situation A to a target status B, often at high speed, comprehensively and affecting all business units and employees, from the business model and business processes through to the corporate culture.
… turns the familiar completely upside down:
In the beginning, this transitional phase is often characterised internally by instability, incompatibility, uncertainty, need for orientation, demotivation and a decline in performance through to refusal and a high loss of confidence in actions. Externally, the loss of reputation is often at stake because of misinterpretation, speculations and market value fluctuations.
… needs people, who turn the unfamiliar into the familiar:
Transition Management is the orchestration of the extensive change process in all aspects which relate to the most important asset – and also with the greatest risk factor – of a company: its stakeholder groups. Internally, Transition Management means raising the enthusiasm of employees, employee representatives and managers about what is at hand, and achieving implementation and supporting them with the transfer of the changes into the operational business. In the process, key components include validity, the prerogative of interpreting the targets, and the process of motivating managers and the mobilisation of the team. Externally, it is important to ensure the trust of customers, partners, the public and capital markets to convince them of the success of the project as well as to convey the added value and benefit.