Introduction to apcore's Change Management services and its common scope.

1. Definition and Scope of
Change Management
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It is not the strongest of the species that survives, nor the most
intelligent, but the one most responsive to change. ― Charles Darwin

2. Management methods
to motivate people are changing…
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The world yesterday… The world today…
Carrot and Stick Esteem, values and beliefs

3. …due to changes in
peoples’ behavior over decades!
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The coexistence of different generations implies natural
frictions and lead to cultural changes and changes in
behavior while shifting from an analog to a digital world
Challenges of a bridging-the-gap-generation

4. @aparuschke
Several generations working side by side in 2020
Bridging-the-generation-gap: Different client approaches require different work processes, behavior and cultural change

5. (1) Clients’ preferences
(2) Employees
(3) Shareholder and
Investor Relations
Transformation of
work processes and
behavior requires
cultural changes
within companies
Internal Factors
(1) Regulation
(2) Competitors
(3) Technology
(4) Change in Demand
Market changes urges
companies towards
partial/complete
business model
adaption or disruption
External Factors
From analog
to digital…
New business models require Change Management processes, methods
and
expertise to conceive organizational, employees’ and cultural@aparuschke
…gives place to new
business models
and…
…oblige
employees to
change behavior

6. A definition of
Change Management
Change
ahead
Change Management is the
application of processes,
methods, expertise, skills
and experience to
concentrate on the
human facet of a
change strategy or
process, and therefore
empower and enhance
people to change their
behavior and optimize
the benefits of a
transformation initiative.
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7. Differences between
Project Management and Change Management
Getting it done
 Technology
 Process
 People
Making it stick
 People
 Culture
 Structure
Technical side of
the project
Bringing people from
the „current state“ to
the „future state“
Deliver results on-
time, within-budget
and goal-based
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Project
Management
Change
Management
People side of the
project

8. Tactical Change vs. Strategic Change
A pure technical change that requires no
people change at all. One impacting a
relative small number of stakeholders.
Usually within one department or
division. With short implementation
timeframes and lower risk of failure.
A project where the entire benefits come
from people changing their ways of
working. One affecting a large number of
stakeholders. Requiring coordination
over many departments which increases
risk of failure.
Tactical Change Management Strategic Change Management
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9. @aparuschke
Drivers of Change
Ready = User adoption of change
Willing = Utilization
Able = Skills and proficiency

10. @aparuschke
Change in Employees’ behavior
as a key factor to success
Today: Companies from all branches pass through
change cycles every 3-5 years!!
Vision
Sketch an ideal
enterprise
situation and
perspective for
employees and
clients, in order to
provide
guidance and
orientation
Mission
Clients,
employees and
shareholders
understand the
company’s
added values,
be there
authorization
and scope.
Values
Company‘s
essence:
Employees
identify
themselves with
the enterprise’s
values and build
up an emotional
bond.
STRATEGY
PLANTop-Down and Bottom-Up methods are crucial to set up a strategic enterprise vision

11. Contact Details
apcore is an
international firm with
projects all over Europe, but
formally based in Germany and Spain.
You can contact us at our offices in
Munich and Madrid, or via phone, email or
social media.
Our wide and versatile network of professionals adds
value to our clients’ portfolios across various markets
and industries.
We at apcore are proud to be associated with
dedicated, highly skilled and gifted professionals from
numerous countries capable of working flexibly on
any project.
“The world as we have created it is a process of our thinking. It cannot be
changed without changing our thinking.” ― Albert Einstein
“It’s tough when markets change and your people within
the company don’t.” ― Harvard Business Review
Alexander
Paruschke
ap@ap-core.com
@aparuschke
D +49 171 93 00 528
ESP +34 619 110 400