The Human Side of Transformation.

As a central element of our change architecture, we set-up a transformation communications strategy and editorial plan. Based on that, the Transformation Office conducted dialogues with stakeholders through internal channels via interviews, events and multimedia storytelling (video clips, news article, posters etc.).

In order to reduce fears, we designed a live communication event together with our customer. It was intended to trigger motivation among the workforce. We therefore prepared a panel discussion and moderated it in front of 4,500 participants. In the end they overcome their initial fears and began to cautiously develop trust in the transformation.

Does micromanagement, absent culture of failure or overtaxing managers and employees sound familiar to you? Then you are close to some evident answers to the question why transformations fail. Since we are helping organisations for years to shift from one state to another, we experienced key failures. Here are the TOP 5 - for now.

To discover potential for innovation or improvement, companies often use the Innovation Funnel method. It consists of ideation, elevator pitch, shark tank, Minimum Viable Product (MVP), and market entry. We joined Daimler manager Daniela Gerd tom Markotten when she presented the method in Munich. This is how it works.

The spin-off of a medium-sized company (+1.500) had run into severe financial trouble. Our task was to transform the prevailing negative energy into positive emotions and motivation. We at viadoo therefore started by questioning the spin-off’s business model (improvement via self-disruption) with voluntary members of the staff in a Pivoting Workshop we designed.

A Swiss technology group took over a German aerospace company (+150 Mio. EUR revenue) and established a new corporate strategy. A post merger integration (PMI) had to be set up. Therefore, we created an emotional and identity-forming event for the 650 employees in Germany that were affected by the M&A.

A medium-sized media company started its digital transformation with a viadoo team member on an interim basis. Therefore, the viadoo interim manager together with the +30 employees of the business unit set up and realised two digital sub-projects successfully: an online shop for the company's book wholesale and an ebook lending service (elending) for its public library.

Sustainability transformation only leads to a change management process in 58 percent of insurance companies. This is the partial result of a new study by Union Investment and RheinMain University in cooperation with viadoo. Prof. Dr. Matthias Müller-Reichart (left, next to viadoo founder Dr. Dominik Faust) presented the study at the 9th Wiesbaden Insurance Congress.

This essay was first published in »Versicherungsmagazin« by Springer Fachmedien. Author and viadoo CEO Dr. Dominik Faust analyses the paradigm shift of the insurance industry regarding sustainability. In his article Dominik referred to the »Sustainable Insurance« study published by Union Investment, RheinMain University and viadoo GmbH.

Social and emotional aspects are still too often ignored in change projects like a corporate newsroom implementation. Yet it is crucial for their success to motivate people to sustainably change their attitudes and habits. viadoo co-founder Dr. Dominik Faust showed how this can be achieved in a webinar with almost 300 PR managers from renowned companies in Germany, Austria and Switzerland.

How a non-profit organisation with over half a million members overcame its silo structure and set up a corporate newsroom. Through professional change management, we succeeded in significantly reducing fears and reactance. We are familiar with implementing newsrooms since 2012.

In this whitepaper, we provide practical tips on agile structures and processes of a Virtual Newsroom. The content is based on an article written by viadoo co-founder Dr. Dominik Faust. He had published it in the magazine »changement!« of Handelsblatt Media Group GmbH.

The corporate newsroom is a modern way of integrated communication. However, at Volkswagen AG, its introduction initially failed. Then Michael Manske, Niko Thorke and Naïs Graswald from CEO Comms made a new attempt and launched the newsroom »The Bridge«. What we can learn from this.