This document provides an overview of a company's change management services and approach. It discusses analyzing the impact of change, developing a change master plan, implementing change management activities like communication and training, and monitoring change readiness, progress and success. The company aims to facilitate organizational change processes with a focus on strategy, structure, processes, skills/behavior, tools, and cultural identity. It emphasizes assessing necessary "soft" changes to attitudes, values and behaviors.

1. “Leading the people side of change”-
an introduction to our services
Dr. Stefan Fries change factory GmbH | Im Alten Fruchthof | Gotzinger Straße 52b | 81371 München
Fon +49 (0) 89 / 76 73 66 - 0 | Fax +49 (0) 89 / 76 73 66 - 100 | info@change-factory.de | www.change-factory.de

2. Our approach to change management
As “changers" we act as the guys with brooms in curling
Our job: what we do …
 We analyze the dents and bumps in your road
to success (pushbacks etc.) and reduce them.
 We support you with individual measures and
take over the fine-tuning.
 We put the right communicative spin on your
measures.
 We give you feedback on the impacts that can
be valuable input for your next pitch.
Your job: what you do…
 You will identify your goals and define your
strategy.
 You will initialize the changes (“throw the curl")
and put your energy into it.
 You will set a good example by assuming a
visible and active part in the change process.
Brochure Change Management 2

3. Our approach to change management:
We facilitate the design and implementation of change processes,
focusing on:
Strategy:
 Developing a vision
 Developing a mission
 Setting objectives
Structure
 Fusion
 Restructuring
 Employee and Leadership development structures
 Wage and incentive-structures
Processes:
 Process management and reengineering
 E-Business
 Project management
 Knowledge management
 Innovations management
 Quality management (EFQM, CVP, etc.)
Skills & behavior
 Team integration & development
 Leadership development
 Human resources development
 Developing Competence profiles
 Customer/ Service Orientation
Tools and instruments
 KPI / Balanced Scorecard
 Controlling
 IT-System Roll-out: SAP
 Customer/ employee survey
Identity and values
 Cultural Change
 Developing corporate principles, leadership principles,
and employee principles
 Large group interventions
 Post Merger Integration
Brochure Change Management 3

4. Our approach to change management:
We can serve as fire fighter, process partner or architect
As needed support for changes
 cf as service provider as
needed; often times last-minute
change
management support
Business transformation
 cf acts as an architect to
build with you the business
transformation of your
company, in particular the
people side
Change management
as sub-project
 cf supports or manages
the sub-project “change
management“ within a
larger change project
Fire Fighters Process Partner Architect
Brochure Change Management 4

5. Our approach to change management
Change management as part of a success formula
Module 1: Leadership Alignment Module 2: Communication Module 3: Training
Goal: Commitment of high-level
executives
 Integration in the change project
planning process
 Establishment of a broad leadership
coalition
Successful
Program
Goal: Attention on and appreciation of the
changes
 Across projects
 Appropriate to the situation
 Target-group-specific
Sustainable Change
Goal: Qualification of those affected
 Offer trainings for the new roles,
processes and systems
 Reflection on the new roles
= x x Mature content
Management
Efficient
Program
Organization
Module 5: Monitoring
Module 4: Mobilization
Goal: Collaboration of those involved in
the project
 Common approach and commitment to
the overall program
 Optimal cooperation
 Mandatory adherence to joint decisions
Goal: Attitude and behavior of the people
affected
 Participation of all involved parties
 Adjusting behavior to the modified
roles, processes, tasks and systems
 Fostering the commitment to the
change process
Goal: Regular adjustment based on the
current status
 Evaluation of change readiness,
progress and impact
 Feedback for decision makers
 Recommendations for adjustments
Brochure Change Management 5

6. Our approach to change management
We start by analyzing the change impact of your project
Structured interviews for a picture of the
change seen by the different stakeholders
(Change Management Assessments - CMA)
Analysis Planning Implementation Monitoring
Stakeholder Map
Extrapolation of
people and groups
of people who need
to be involved
Drivers & Barriers
Focus on greatest
barriers and
supporting factors
Change
Requirements
Clarity about
necessary changes
in behavior and
mindset of
associated people
Change Management Assessment für _________________________________
Thema / Frage Ihre Notizen
Beschreibung der Zielgruppe
Anzahl der Mitarbeiter: Priorität (A-C):
Welche Veränderungen werden durch
das Projekt ausgelöst?
(für diese Zielgruppe)
Was sind kritische Erfolgsfaktoren bei
der Umsetzung der Veränderungen?
(für diese Zielgruppe)
Wurden bereits Veränderungs-maßnahmen
für diese Zielgruppe
durchgeführt?
Wie ist der aktuelle Wissensstand
dieser Zielgruppe?
Was könnten geeignete
Veränderungsmaßnahmen
für diese Zielgruppe sein?
Die Blocker
Die Verbündeten
Linienmanagers
2
Angestellte in Linien-Funktionen
Zentrale
Recruiting
Manager
Lokale
Recruiting
Manager
3
1
Die Irritierten Die Freundlichen
Einsicht und niedrig Initiative zum Veränderungsprogramm hoch
Einfluss auf andere niedrig hoch
Hemmende Kräfte / Veränderungsbarrieren
Was sind hemmende Kräfte für diese Zielgruppe?
 Festgefügte Verhaltensnormen
 Überlastung der Mitarbeiter
 Schlechte Erfahrung mit früheren
Veränderungsprojekten
 Angst, Fehler zu machen
 Mangelndes Vertrauen in das
Top-Management
 Kaum Erfahrung mit Feedback
 Welches neue Selbstbild ist für die Zielgruppe
notwendig?
 Welche Werte und Einstellungen sind
dafür notwendig?
 Welche neuen Fähigkeiten soll die Zielgruppe
besitzen?
 Welches konkrete Verhalten soll in Zukunft
gezeigt werden?
 Was werden die Umfeldveränderungen
für die Zielgruppe sein?
Treibende Kräfte / Veränderungstreiber
Was sind die treibenden Kräfte für diese
Zielgruppe?
 Veränderungsdruck von den Kunden
 Einbeziehung der Mitarbeiter
von Anfang an
 Klare Projektdefinition und eindeutige
Aufgabenzuteilung
 Breite Akzeptanz der Projektteammitglieder im
ganzen Unternehmen
 Erste, symbolträchtige Erfolge in einem Bereich
HARD FACTS SOFT FACTS
Vision,
Ziele,
Identität
Kulturelle
Identität
Strategie
Werte
Werte,
Normen,
Leitlinien
Produkte,
Leistungen
Einstellungen
Fähigkeiten
Wissen,
Fähig-keiten
Struktur,
Prozesse,
Schnittstellen
Verhalten
Tools,
Systeme,
Verhalten
Umfeld
Messgrößen
Brochure Change Management 6

7. Our approach to change management
In particular we assess the necessary soft facts changes
Analysis Planning Implementation Monitoring
HARD FACTS SOFT FACTS
Identity
Values,
Beliefs
 “Which basic attitude is necessary for a spirited
Knowledge,
Skills
Vision,
Goals,
Strategy
Products,
Services
Structure,
Processes,
Interfaces
Tools,
Systems,
Parameters
Behavior
and successful strategy & organization?“
 "What are the guidelines for our
cooperation so that the new structure
can develop effectively?“
 "Which skills do we need for the
successful implementation of
these new processes?"
 “How will the new structure
affect our leadership?“
 "Which behavior shall
characterize our
cooperation?"
Example of a reorganization
 New strategic alignment using
a new strategy map
 New customer segmentation
 New organization with different
roles/ responsibilities
 New processes with interface
agreements
 New IT-systems in
accounting
 New KPIs
Brochure Change Management 7

8. Our approach to change management
The analysis provides a clear picture of the change success factors
Analysis Planning Implementation Monitoring
Broad,
visible
leadership
coalition &
ownership
Attractive &
comprehensible
vision of change
Anchoring
in culture
Empowering
for
broad-based
action
Powerful
communication
"Mature“
contents
Sense of
urgency
Credible
short-term
wins
Perseverance
in execution
Brochure Change Management 8

9. Our approach to change management
We design a change master plan based on the analysis results
Analysis Planning Implementation Monitoring
 The analysis tools are used to identify and
define target-group-specific ideas for change
measures. All necessary and affordable
measures are organized chronologically and
logically in the Change Management Master
Plan before being synchronized with the
project plan (if existing).
 The master plan offers an overview of all
necessary change management
interventions. It is also used for the planning
of the necessary resources and for the
organization of change measures.
 It generally differentiates between the
following working streams: project content,
leadership alignment, communication &
mobilization, training and monitoring.
Oct 11 Nov 11 Dec 11 Jan 12 Feb 12 March 12 Apr 12
Requirements
Overall Project
planning
Leadership
Alignment
Mobilization of
the project team
Communication
Training
Change
Monitoring
Launch date
LA
Concept Inst. Prod
product sales
Custom/Config Documentation Test MultiTrainings
Trainings
Inst./Config.
2 3 2
Moderated
debate II
Multiplier
Workshop
1
One-on-one
interviews)
Moderated
debate III
(Lessons
Learned)
Info event
for heads of divisions
Team- 5 4
workshop
11
Go Live Annoucement
10
Roadshow Presentation
Design 7
Info on the status in deptartments
Newsletter or Article in ZD-Info Short Newsletter II
Change Barometer 1
14
Team workshop:
Lessons
Learned
4
9
Article in ZD-Info
9
8
documentation
(FAQ, argumenter,
articles)
6
8
Update Intranet
13
Trainings
12
Multiplier-TtT
Change Barometer 2 Change Barometer 3
Stakeholder
Change
Success Factors
Drivers & Barriers
Brochure Change Management 9

10. Our approach to change management
The change master plan
Example of the introduction of an IT solution Analysis Planning Implementation Monitoring
Oct 11 Nov 11 Dec 11 Jan 12 Feb 12 March 12 Apr 12
Overall Project
planning
Leadership
Alignment
Mobilization of
the project team
Communication
Training
Change
Monitoring
Launch date
LA
Concept Inst. Prod
product sales
Custom/Config Documentation Test MultiTrainings
Trainings
Inst./Config.
2 3 2
Moderated
debate II
Multiplier
Workshop
1
One-on-one
interviews)
Moderated
debate III
(Lessons
Learned)
Info event
for heads of divisions
Team- 5 4
workshop
11
Go Live Annoucement
10
Roadshow Presentation
Design 7
Info on the status in deptartments
Newsletter or Article in ZD-Info Short Newsletter II
Change Barometer 1
14
Team workshop:
Lessons
Learned
4
9
Article in ZD-Info
9
8
documentation
(FAQ, argumenter,
articles)
6
8
Update Intranet
13
Trainings
12
Multiplier-TtT
Change Barometer 2 Change Barometer 3
Brochure Change Management 10

11. Our approach to change management
We use different change management activities in implementation
Analysis Planning Implementation Monitoring
Information Dialogue and Mobilization Support and Enabling
 Deliver knowledge and provide
orientation
 Reduce uncertainty
 Meet the needs of the relevant target
groups
 Create trust and understanding
 Enable all affected: approach, tools,
methods
Inform employees via classical media and
interactive platforms
Interactive dialogue with the affected
people
Train all people affected, in particular the
managers for effective leadership during
implementation
Information Push Dialogue Events Trainings
 Newspapers/Billboards/Posters
 Information brochures, flyers
 E-Mail newsletters
 Intranet Site
 Podcasts, Blogs, Twitter Wall
 Simpleshow Videos
 „Guerilla Marketing“ activities
 Workshop/ conference for executives
 Roadshows
 Dialogue forum with employees
 Large group events
 Section, department and team
meetings with employees
 "Straight Talk-Sessions„
 Boot camp or train-the-trainer (TtT) for
multipliers or other change agents
 Change trainings for leaders
 Communication packages, incl. "Talk-
Sheets" for executives
 Sparring for decision makers
 Classical and blended trainings
Brochure Change Management 11

12. Our approach to change management
We monitor in particular the “soft“ aspects of change
Analysis Planning Implementation Monitoring
Change Readiness Change Progress Change Success
Can we start with the change process? Where are we in the change process? Is the change process effective?
Preconditions, for example Examples: Examples:
 Management Commitment in the
affected units
 Maturity of the project concepts
 Definition of change mgt. activities as
part of the project concept
 Enabling of change agents
 Change status
 Implementation of CM measures
 Employees reached by CM measures
 implementation
 Results achieved, need for action
 Implementation of the new processes,
systems, structures …
 Identification with the change
process/contents
 Cost-benefit ratio
 Quick Polls/Surveys
 Interviews
 Workshop Results
Interventionsebenen 01/08 02/08 03/08 04/08 05/08 06/08 07/08 08/08 09/08 10/08 11/08 12/08
Projektmeilensteine
Change Management
Meilensteine
Change Monitoring
Leadership Alignment
Mobilisierung
und
Partizipation
Experten-teams
FB über-greifend
Kommunikation
Qualifizierung
Vorbereitung BK-Klausuren BK Klausuren
Baukastensteuerkreis
Fachbereich Zielvereinbarung Baukasten Nutzungskonzept Fachbereiche/Produktlinien
Kick-off Change Team/Projektteam
ggf. Vorber. BK-Klausuren
Vorbereitung und Durchführung der Change Management Assessments (CMA)
Projektstatusbericht
Freigabe CM Gesamtkonzept
Freigabe Change Monitoring
Update CM-Detailplanung
Präsentation Change Status in Baukastensteuerkreis
Konzeption 1. Change Monitor (Basis CMA) Update Change Monitor (Basis MA Befragung)
Stakeholder (Change Impact Analyse und Change Detailplanung
Readiness Check: Basis BK-Klausuren)
OFK Tag "Straight Talk" mit Vorstand
Statusberichte der Expertenteams in Ex-Kreisen
BK Freigabe mit OFK
Zielvereinbarungen Baukasten mit OFK
Buy-in der Expertenteams als Multiplikatoren (inkl. evtl. Teamentwicklung)
Konzeption, Enabling Multiplikatorenauftaktkonferenz
Multipl. Toolkit
Buy-in ausgew. MFK/AFK als Multiplikatoren
Update
Change Monitor
Update
Change Monitor
Steuerung und Erfahrungsaustausch Multiplikatoren
Zielvereinbarungsgespräche MFK, AKF, MA
Set up/ Vernetzung E³-Projekte bzw. E³-Ex-Steuerkreis
Set up/ Vernetzung Ex-Bereichsentwicklung, ES-13 und PM-32/PM-2
Set up/ Vernetzung Prozessstellen (Ex-12)
ggf. Konzeption und Aktualisierung Intranetauftritt
Entwicklung Kernbotschaften
Vorstandsbrief "Baukästen und ihre Bedeutung für BMW"
Plakat: Kernbotschaften Baukästen Artikel BMW-Zeitung
Flyer "Erfolgsstories"
Newsletter Baukästen ggf. E³-Projekte gesamthaft
Forumsveranstaltung E³ Forumsveranstaltung Baukästen
ggf. Q-Bedarfsanalyse, Q-Planung, Q-Durchführung
Quest ions on the percept ion of CHANGE within the organizat ion
1.
In my opinion, the GDSA management supports
CHANGE.
2.
In my opinion, managers in my w orking
environment support CHANGE.
3.
There is a suf f icient number of mult ipliers for
CHANGE (e.g. key user) at GDSA.
4.
All members of the project team st rongly
ident ify w ith the targets and contents of
CHANGE.
5.
At GDSA there is an overall commitment to the
scheduled changes.
6.
In my opinion, all employees at GDSA are
suf f icient ly informed about CHANGE.
Brochure Change Management 12

13. A project example.

14. A project example
The initial situation
The initial
situation:
The trading subsidiary of a manufacturer of capital goods is planning the introduction of a new pricing tool
covering a wide range of process changes inculding everything from end customer contact to incoming
orders. All activities are combined in the project “Pricing“. The go-live is planned for the summer of 2012.
Currently content concepts are being prepared and a IT tool is being developed. Almost all employees in the
sales areas of all branches in Germany will be affected.
Out approach
and procedure:
Dec 13, 11 Kickoff-Workshop with the core project team
 Common understanding of the challenges and the gained experiences
 Identification of the important persons and groups that are involved/affected (Stakeholder Map)
 Definition of a strategy for further Change Management Assessments
 Planning of immediate Change Management activities for the pilot projects
1
Jan. 04.-31,
12
Change Management Assessments (CMA)
 24 interviews with selected stakeholders and representatives from affected groups: perceived impact
of the changes as well as commenting on planned activities
2
Feb. 01.-06,
12
Evaluation of the CMAs
 Analysis of the perceived barriers and potential success factors of those affected (sales reps, branch
managers, back office people, pilot project participants)
 Proposals for Change Management activities for a large-scale rollout
3
Feb 08, 12 Workshop with the project team and key stakeholders
 Presentation of the results from the Change Management Assessments
 Evaluation of the change situation
 Focus on the biggest barriers and success factors
 Common understanding and clarity on the necessary changes of behavior and mindset of the
involved parties
 Discussion/ Selection of Change Management activities
 Design master plan for rollout (version 1.0)
4
Brochure Change Management 14

15. A project example
The most important change barriers
Barriers Possible measures
Low acceptance by branch managers
 Run target agreement with each branch leader
 Conduct central opening events
 Leverage change agents from pilot projects
Branch managers are not prepared for a
new leadership style
 Offer best practices from pilot projects for the management process
(evaluating, tracking, monitoring, motivating, ...)
 Write manual how to utilize the pricing tool in different market situations
IT projects generally have a negative
connotation
 Show strong willingness and perseverance to change
 Provide optimal information flow
 Deliver quick response to questions & problems
Involved parties are afraid of being
patronized
 Stress that price delivered by pricing tool is not binding
 Reinforce that tool delivers a price range and sales reps have the last word
High scepticism regarding the value of
the tool
 Tell the truth about the system maturity: data quality not yet at 100%
 Give many examples to make data processing transparent
 Secure resources to respond to inquiries and problem reports
 Provide ongoing information on updates
Those affected are not yet working much
with IT
 Have in some branches a „warm-up project“ w. paperless office and make a
readiness-check prior to project start
Brochure Change Management 15

16. A project example
A rollout in several waves
Pilots 1. Wave 2. Wave 3. Wave
Time
Until end of 01.05. 01.06. 01.07.
April 2012
Pilot phase at
3 branches
 Testing the system
 Lessons learned
 Selection of change
agents for the first
phase
1st phase with
6 further branches
 Testing the system
 Lessons learned
 Selection of change
agents for the first
phase
2nd phase
with an additional
12 branches
 Employ change
agents from the first
phase
3rd phase with
holding companies
 Employ change
agents from the first
phase
Branches
Gone Live
3 9 21 24
Brochure Change Management 16

17. A project example
Change management master plan rollout pricing
Q1/2012 Q2/2012 Q3/2012
Feb March Apr May June July Aug Sep
Project
Milestones
CM Planning &
Management
Leader-ship
Align-ment
Top
Manage-ment
Product
Manage-ment
Mobilzation at
Branches
General
Communication
„Readiness“ check
Reporting prepared 2nd wave
R&R defined
Release of CM
master plan
1st wave „Readiness“ check
Creation of communication
package
Workshop Pricing
Strategy
Alignment w. board
1st wave: 6 branches
2nd wave: Rest of the trade organization (at least 12 branches)
User support (hotline,..)
„Readiness“ check
3rd wave
Status reports
Management meetings at
each branch 1.wave
2nd wave of
branches
3thrd wave of
branches
Basic information on the intranet
Select change agents for 1st phase
Central opening event w.
branch manager 1s.wave
Target agreement w. branch managers 1.wave
1. Newsletter
with simpleshow
video
FAQ
3rd wave: Holding companies
1st Change
Monitor
2nd
Newsletter
Best practice
sharing
Department events at
each branch 1.wave
1st wave
Brochure Change Management 17

18. change factory
at a glance.

19. change factory at a glance
Us in “a nutshell”
 change factory is the partner-driven company for “leading the people side of change“.
 We are focused on business areas:
– leadership development: for all levels, strategically focused, effective over the long-term.
– change management consulting: from kick-off to change “architecture”, to mobilizing employees,
communications planning and follow-through, to qualification.
 Our capabilities are a product of the collective skills and experiences of our team of approximately 30
international colleagues. We offer pragmatic, implementable solutions, and we accompany the projects through
the successful completion of the implementation.
 Our headquarters are in Munich, but our work for our clients takes us all over the world: for companies both large
and small, within all industries.
 For every project, we use a wide combination of methodologies to combine the right hard factors (business-driven
elements and metrics) with the right soft factors (psychological, political, social). Our holistic approach is the basis
for our mission:
We ensure that our clients focus on the right changes, and that these are effectively implemented.
In doing so, we prepare people and organizations for success in the future.
Brochure Change Management 19

20. change factory at a glance
We have broad experience in change projects
Some examples
Project Customer Time frame
Provide support for acceptance management in a company-wide
IT transformation
Public
Research Facility 2011
Provide support for a world-wide reorganization Automotive Supplier 2011
Provide support for the cultural integration of two merging
corporate divisions
Utility 2009
Provide change support for a world-wide project on the
introduction of optimized processes and standardized IT
Global
Technology Group
2008
Provide change support for the introduction of a competency
management
Automotive Supplier
2007 – 2008
Provide change support for the introduction of SAP as the basis
for process harmonization worldwide
Oil Company 2006 – 2007
Provide change management support including communication
for the introduction of a new pricing strategy
Steel Retail 2012
Brochure Change Management 20