1. Introduction
Today’s economic process is increasingly characterised by quick changes and constant external influences. So it is necessary to go with it. Companies in particular are concerned with
change processes, because they are confronted with many internal and external problems and
transformations. The modern world is shaped by technological change and consumers who
demand faster and faster product developments.
All these things combined necessitate so-called change management processes.
Change management is a process that supports organisations in the successful implementation of new rules, structures, and behaviours and is directly connected to successful communication and leadership in the company.
There are three different approaches to change management. The first and perhaps
most famous one is McKinsey’s 7-S model. It splits an organisation into seven variables, which
guarantees an advantage in competition and a positive modification. Second, Kurt Lewin’s
model is based on three critical steps that will ensure an easy change over. With the help of
Lewin’s model, the risk of negative effects accompanying the change process will be held to a
minimum. Third, Dr. Kotter has developed an eight-step model that can avoid failure in change
processes and help organisations adapt to change. This model is easy to apply in every context of change management across the world.
Just as important as these models are the people who are part of this process. People
need to communicate with each other to sustain an optimal flow of internal communication. In
addition to optimized communication, a strong leadership is crucial for successful change management. The most famous example of a failed process is the merger of Daimler and Chrysler
in the 1990s. There were too many differences between these two companies; above all, there
was a flawed method of internal communication and divergent views on leadership. That has
brought the collapse.
Considering the three theoretical models above as well as generic strategies and practical examples, such as the Daimler-Chrysler merger, this work demonstrates that an internationally operating company can only successfully implement a change management process
by using optimal internal flow of information and leadership.