Starting situation – how do you get from a value management concept to an actual management instrument?
Value management has become a popular buss term that can be found in many annual reports. Our customer had also implemented a sophisticated, value-centered management system within the company. However, the focus on value was not communicated effectively at the operational level, and therefore was not actively practiced by the workforce. As a result, the value-centered management system remained purely a management concept, instead of being the basis for operational decision-making in the individual units.
Project approach – using training to breathe life into value management
In order to breathe some life into the value management concept within the organization, a global communication and training initiative was launched. Managers were provided with the necessary information, as well as the relevant decision-making tools. By simulating everyday situations during the training sessions, understanding and acceptance of a value-centered approach were promoted within the organization. Thanks to these measures, the value management concept was successfully implemented in the central management processes throughout all levels of the organization.
Finding – effective change management is critical for success
The introduction of a value-based management system always needs to be followed by an implementation phase anchoring the new management system consistently within the organization. Only in this way will a value management concept become an effective instrument for strengthening business performance in the long term. Otherwise, it will remain nothing more than a statistic in the annual report.
- Value management anchored consistently throughout the organization
- Information on the value management concept disseminated through communication initiatives
- A well-founded understanding of the management concept achieved through training