Understanding Change and Actively Shaping It
Transformation
New technologies, such as AI, are transforming the workplace; companies are realigning their business models or reevaluating their products, processes, and entire organizations. For employees, it often remains unclear for a long time exactly what is supposed to change and what the consequences of these plans will be. We support works councils in gaining a clear picture of the situation, reviewing the company’s plans, and actively helping to shape the change.
Companies in Transition
Transformation has many facets
Transformation does not refer to a single, clearly defined process. Companies develop new products and services, digitize workflows, automate processes, or restructure their organizations. In doing so, they respond to new competitors, regulatory requirements, or changing customer expectations. In other cases, they aim to reduce costs, tap into new markets, or fundamentally realign their business model.
Such changes affect more than just structures and numbers. They can alter tasks, workflows, skill sets, and jobs. Especially with large-scale transformation projects, it is often difficult to bring the individual measures together and assess their consequences.
Understanding Changes Early On
We evaluate opportunities, risks, and economic assumptions
During large-scale transformations, many measures are often carried out simultaneously. The works council receives information from various sources and at different times. Some details remain incomplete or are contradictory. This makes it difficult to discern what the company is planning overall.
We consolidate the information, examine connections and inconsistencies, and identify any missing details. We then demonstrate how the individual measures interact and what consequences are likely to emerge. This creates a robust overall picture that the works council can use to determine its position. It helps the works council assess where it should ask for further clarification, set its own priorities, or actively intervene in the process.
Not every idea a company has is economically viable, and not every investment leads to the desired result. That is why we examine the assumptions on which the planning is based and whether they are reasonable. We assess whether the planned investments are sufficient, what opportunities and risks exist, and whether the costs and expected benefits are in reasonable proportion to one another.
In doing so, we look ahead: Is the business model sustainable in the long term? Are the products and services future-proof? What skills will be needed in the future? And how will these changes affect jobs and locations?
Leverage Employees’ Practical Knowledge
Works councils can help shape the transformation
Works council members and employees have hands-on experience with company operations. They often know exactly which processes aren’t working, where improvements can be made, and which products or services have potential. This knowledge should not go unused during transformation processes.
We help you ask the right questions, pool employees’ knowledge, and develop your own position. Together, we examine alternatives to the employer’s plans and, if necessary, work with you to develop your own proposals and scenarios. When negotiations are on the horizon, we prepare the economic and strategic issues with you and, if desired, also accompany you during discussions with the company.
Transformation should take place in collaboration with employees. Our goal is to empower works councils early on and incorporate their perspectives into the process. Together, we work to secure jobs and locations, develop sustainable solutions, and ensure that employees share appropriately in the company’s economic success.
Is your company undergoing a transformation process? Contact us now.
