Restructuring of core processes

Change management frameworks

To support the reorientation of the Kabel Group, a location-wide project office for change management was set up with the task of accompanying the relevant transformation activities and providing practical support and guidance to all employees.

Challenge

The planned transformative changes in the Kabel Group’s Internet companies included the restructuring of core processes, including sales and project management, in order to adapt to fast-paced digital advances, market changes due to the turn of the millennium, and operational inefficiencies at individual subsidiaries. This included coordinating methods and process models with the employees affected and introducing new workflows through strategies such as new methodologies and change management frameworks to improve agility, reduce costs and drive innovation and implementation speed.

Vision

“Kabel New Media (KNM) wants to be Europe’s leading provider of digital marketing and sales solutions combining strategic counsel and operational execution.”

Mission

Create solutions to satisfy client’s customers, employees and partners
Anticipate, adapt and shape innovation to make it practical for clients
Build long- lasting, trust worthy and mutually profitable relationships with our clients
Measure and improve internal and external performance
Build a high performance, value creating organization with a satisfying work environment

Change management

Target organisation

Tasks and requirements

A cross-functional project office was set up for the European KNM locations, i.e. Hamburg, Berlin, Bonn, Cologne, Munich, Friedrichshafen, as well as Vienna (Austria), in Sweden and Switzerland, to actively implement and monitor change management tasks:

Atttend Roll-out and overall implemetation
Control status of implementation
Ensure group-wide process management by coordination of process manager
Follow-up problems and address to process manager and KNM management
Contact person for all employees at location
Ensure information flow top-down and vice versa
Attend employee board meetings on local level
Discuss process flows in order to give feedback for optimization
Communication and documentation of change progress

Project office

Roles, tasks and responsibilities

Change Manager (reports directly to the COO)

General contact person for questions regarding change management
Ensuring group-wide process management by coordinating the process manager
Tracking problems and forwarding them to the process manager and KNM management
Organisation of communication (e.g. news mail) about the progress of changes
Monitoring of implementation status (review of milestone plan)
Organisation of the change management board
Documentation of the entire change process

Change Agents (at KNM site level)

Participation in roll-out and implementation
Acting as a point of contact for all employees at the locations
Ensuring the flow of information from top to bottom and vice versa
Consulting hours for employees at the location
Ensuring the implementation of new, standardised processes at specific KNM locations
Presenting and discussing process flows with all affected employees in order to obtain feedback for optimisation

Processes

New processes for sales and project management were established in consultation with the individual locations and subsidiaries and described in detail in a manual so that they can be implemented locally by employees working on customer projects. The aim here was to integrate the previous experiences of the various knowledge experts and implement them quickly in order to

‘deliver value to the customer’.

Communication

Reporting structures and flows

The following reporting and communication structures were established in change management to support the measures and ensure their success in a timely manner.

Reporting concept

The Supervisory Board receives a weekly summary of the highlights every Friday.
The Executive Board meetings are informed in detail every two weeks about the implementation of the core process projects and the status via traffic light reporting (red/yellow/green).
The Change Management Board receives detailed information, with a summary of the weekly change agent reports and a weekly report to the COO.

Testimonial

“As Director of Process & Change Management, Dr. Thomas Fabula was responsible for the process realignment of the Kabel New Media Group and reported to the Executive Board in this role.” ~ Prof. Peter Kabel, CEO & founder

Transformational Change