Transformation generally describes a change in position, shape and size. Various disciplines make use of this “transformation” and basically describe the same phenomena as when working with organisations. The following picture used in inorganic chemistry is a good illustration of what transformation signifies:
In general, during a transformation not only the position of a figure changes, but also its shape and size.
In contrast to an orthogonal transformation, generally also described as motion: here, the position in space changes, but not the shape or size.
During a transformation in the organisational context, also the shape and size of a figure change – this is because figuratively the position of the management triangle and the characteristics of its three elements change:
According to Ackermann (1997), this kind of transformational change is a radical change or second order in nature. This means that it requires a significant shift in expectations and assumptions made by the organisation and its members.
Therefore, transformation can result in an organisation that differs significantly in terms of structure, processes, culture and strategy.
And this is what forms the foundation of our work: We support companies and organisations in successfully implementing transformation projects with regard to business as well as culture.
In our opinion, successful organisational change at an objectively logical level also requires conscious and professional consideration of the psycho-logical level. Changes in business processes, procedures and activities need corresponding changes in terms of collaboration and thus in attitudes and quality of relationships.