Consulting process: Phase 3 of 5

The rollout goes from small to large

The optimized process is gradually implemented throughout the organization based on the feedback and experience gained from the pilot. New participant groups are trained and familiarised with the process.

Happy team standing next to each other.

That is important in this phase

Create clear expectations

The expectations, framework conditions, opportunities and perspectives must be communicated clearly and comprehensibly to the participants in advance. The experience reports from the pilot phase are crucial for this.

Actively use experience

The business-wide rollout uses the pilot's experiences and provides experts from this pilot as contact persons. That is how a transparent and successful change process succeeds on a large scale.

Focused support

The problems can be identified at the department or division level. This enables pinpoint support with helpful action plans.

Relevant contents

What happens in detail?

The process reflection

Based on the two analyses and the feedback received from the pilot group, zweikern once again takes a close look at the procedure. Together with the client's project team, the successes and hurdles of the work so far are reflected upon.

  • How have specific successes been felt?
  • Consequently, what should be further developed or maintained?
  • Which desired successes failed to happen?
  • What unforeseen hurdles arose?
  • What adjustments would have to be made for the rollout?
  • Which perspective hurdles and milestones can be derived?

The findings from this discussion are transferred to the project manual and made available to all participants. This means that both zweikern and the client have all the important findings from the pilot at their fingertips.

Actively use findings from the pilot

At the beginning of the rollout, zweikern puts the entire process to the test with the customer:

  • Are the processes working as planned?
  • Can the previous approach be extended in this form to a larger group of people?
  • Where do special features of the organization regarding the procedure become apparent?
  • How is the feedback from the pilot group?
  • Are there contents of the questionnaire that need to be further refined?
  • Which questions do not meet the working reality of the teams?
  • Which actions have (not) shown the desired effect?

On this basis, the questionnaire, actions, and the process are optimized. zweikern develops the final approach and involves the project team on the client-side for improvement and approval.

The entire organization is introduced to the process

An essential step is the onboarding of the new participant groups. Therefore, experience bearers from the pilot can pass on their insights to subsequent groups. Through these reports, the questionnaire, the processes and the actions can be communicated effectively. Significant challenges and essential milestones are also better identified and discussed. In this way, it is possible to implement the large survey with the best effort-benefit ratio for all participants.

Following onboarding, the entire project area is now integrated into zweikern Analytics. The analysis, support and action phase correspond as far as possible to the pilot phase. They are the core of the change process and are implemented in a targeted manner.

Of course, zweikern again takes the time to emotionalize board members, supervisory & works councils separately and support the internal approval process. That is because the process needs the support, understanding, and participation of higher management levels and the works council.

In the rollout, thanks to the digital zweikern infrastructure and the existing knowledge from the pilot, it is possible to implement the onboarding and preparation of zweikern Analytics even more efficiently and quickly. This time saving benefits the overall process.

Actions are supported by existing knowledge

After completing the survey, the results are first reflected with the project staff, and higher-level actions are selected (e.g., the workshop offers). Here, the adapted proposals for measures from the pilot can be applied, and specific actions to individual locations and teams can be developed. The following steps are taken in the action phase:

  • Result reflection at the level of the managers / project group (depending on the type of survey)
  • Facilitation of results & action workshops in individual departments/areas
  • Implementation of actions by managers / project group / employees
  • Documentation of actions in zweikern Analytics
  • Application of specific supports (e.g. coaching, training, workshops)

zweikern aims in this phase to use the internal experts for specific actions from the pilot in such a way that new leaders can draw on existing knowledge. In this way, we enable internal best practice sharing combined with a growing network of contacts in the organization beyond the process.

The challenge of this step is to develop broadly applicable actions and at the same time successfully support the project staff and the managers or participants.

The independent control

Next phase: Transfer

The developed processes are handed over to the client for the continuous development of the organization. Thus, there is no dependency relationship with zweikern and the client develops from within.

About phase 4 To the overview
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