Innovation & product management
Change Management
BAYER ASSIGNMENT
Team:
Andreas Appl
Paul Soumen
Mchichi Abdeljalil
Said Husam
Saei Nima
April 2024
Change Management Report 27. April 2024
CONTENT
Explore and challenge the change ................................................................................................................. 3
Plane Map .................................................................................................................................................. 3
Plan the Change ............................................................................................................................................. 4
Change Backlog .......................................................................................................................................... 4
Initiate and communicate the change ........................................................................................................... 5
Change story canvas ................................................................................................................................... 5
8 Touchpoints for the change story ................................................................................................................ 7
Enable the change .......................................................................................................................................... 8
Foster the change ........................................................................................................................................... 8
Feedback about the report and process: ....................................................................................................... 8
Change Management Report 27. April 2024 Trends, Challenges, …
(What affects us?)
• What will be the procedure
EXPLORE AND CHALLENGE THE CHANGE to reduce employee count
Plane Map • Economic situation
• Wars
Motivation (Why should we change? • Inflation
• Sustainably improve our performance
• For future profitable goals
• Great opportunities in the new operating Target group
model
• Employees
• To get back on track
• Board Management
• Keep staff reduction as low as possible
Arrival Airport:
Departure airport: How can we steer?
• Make the company much more agile overall
• A lot of hierarchies • Managers and employees should work
• Significantly improve its operational
• Bureaucracy together
performance
• More layoffs • Job security
• Staff reduction
• Difficult situation for various reasons • Joint declaration with Board
• Extend employment protection
Management and employee
• Accelerate decision making processes
representatives on principles
• introduce new organizational model: Dynamic
• Future Skills Academy
Shared Ownership (DSO)
• Agreement that compulsory
redundancies should only be used as a
last resort in the future
Change Management Report 27. April 2024
PLAN THE CHANGE
In order to plan for the change, we created a change backlog to prioritize our initial actions.
Change Backlog
1. Identification of motivated employees for the change:
o Identification of individuals who exhibit enthusiasm, adaptability, and leadership
qualities conducive to driving change.
2. Appointment of the first change team and its team members:
o Definition of a member of the Management Board as change owner so that the change is
supported from the outset.
o Appointment of the identified, motivated employees to the first change team
o Selection of cross-functional team members representing various departments and levels
of the organization.
3. Convincing the change team members and the entire company of the change:
o Communication of the reasons behind the organizational changes, emphasizing the need
for agility, efficiency, and competitiveness.
o Creating clarity about the benefits of the new organizational model and its alignment
with the company's long-term goals.
o Addressing employees' concerns and uncertainties through open dialog and transparent
communication channels.
4. Analysis of the first starting point for the change:
o Conduct a comprehensive assessment of current organizational structures, hierarchies
and decision-making processes.
o Identifying inefficient areas, bottlenecks and bureaucratic hurdles that hinder flexibility
and performance.
o Analyzing feedback from employees, customers and stakeholders to identify critical areas
that require immediate attention.
5. Development of initial solutions by the change team on how the change can be implemented:
o Generate creative and potential solutions and strategies for streamlining processes,
reducing hierarchies, and fostering a more agile culture.
o Prioritize initiatives based on feasibility, impact, and alignment with organizational goals.
o Do the change in iterations.
6. Expansion of the change to other parts of the company through to general change throughout
the entire company:
o Pilot test the proposed changes in selected departments or regions to evaluate
effectiveness and gather feedback.
o Iterate and refine solutions based on lessons learned from pilot implementations.
o Extend successful initiatives across the organization, leveraging best practices and
involving employees at all levels in the change process.
o Provide ongoing support, training and resources to maintain the momentum of change
and embed the new behaviors and practices into the company culture.
Change Management Report 27. April 2024
INITIATE AND COMMUNICATE THE CHANGE
To start the change, we made a change story canvas. And to share this canvas and the change itself, we
came up with eight touchpoints to connect with everyone involved in the company.
Change story canvas
That is our history
Bayer has a long history of innovation and performance in various sectors, particularly in pharmaceuticals
and agriculture. Bayer's commitment to research and development and its strong focus on customer
needs have made it a leader in its fields. Customers value Bayer for its high-quality products, innovative
solutions and reliability. The company's mission is to improve people's lives through science and
innovation and to provide essential products and services to address global challenges in the areas of
health, nutrition and sustainable agriculture.
But things are changing because
The current situation at Bayer presents challenges such as hierarchical structures, bureaucracy and slow
decision-making processes that hinder the company's agility and operational performance. If changes are
not made, this could lead to a further decline in performance, affecting not only the company but also its
employees, shareholders and stakeholders. The need for change affects all levels of the organization,
including management, employees and potentially external stakeholders such as investors and
customers.
That is why we should now…
The necessary change includes the introduction of a new organizational model called "Dynamic Shared
Ownership" (DSO) to reduce hierarchies, eliminate bureaucracy and accelerate decision-making
processes. This change is intended to make Bayer more agile and improve operational performance.
How will it be and how will it feel?
The change is likely to lead to a more dynamic and collaborative working environment in which decision-
making processes are streamlined and communication is improved. This could lead to faster innovation,
greater efficiency and improved responsiveness to market changes. However, there may be some initial
discomfort and resistance as employees get used to the new ways of working and the future may be
uncertain.
It is not easy, because
Challenges to be overcome include resisting change, securing buy-in from all stakeholders, effectively
managing the transition period and dealing with potential disruption to operations during the
restructuring process. In addition, it will be crucial to maintain employee morale and ensure a smooth
reorientation for those affected by the downsizing.
But we have to be successful, because…
If nothing changes, Bayer's performance could deteriorate further, leading to reduced competitiveness,
loss of market share and potential long-term consequences for the company's sustainability and viability.
This could also have an impact on employee morale, investor confidence and stakeholder trust.
Change Management Report 27. April 2024
What do we have to do as a next step?
The next step is to implement the new organizational model (DSO) in all Bayer operations worldwide,
with a focus on reducing hierarchies, eliminating bureaucracy and speeding up decision-making
processes. The first step could be to sensitize employees through communication and training programs
and to win them over to the new model.
Be aware that…
To encourage employees, Bayer should emphasize the benefits of change, such as increased agility,
improved performance and opportunities for professional development. Transparency, communication
and employee involvement in the change process can help build trust and motivation. Perseverance is
required to overcome the challenges, maintain momentum and ensure the successful implementation of
the new organizational model.
Change Management Report 27. April 2024
8 TOUCHPOINTS FOR THE CHANGE STORY
To communicate the change, we considered various touchpoints.
• Open Door Meeting
o This inclusive platform, both online and offline, welcomes participation from everyone.
Employees and managers alike can ask questions, provide feedback, and engage in
constructive dialogue.
• Podcast
o Providing general information about the change, the podcast serves as a convenient and
accessible medium for delivering updates and insights.
• Social Media
o Leveraging various social media platforms such as YouTube, Instagram, LinkedIn, and
Facebook, the aim is to infuse positivity into the change narrative and keep stakeholders
informed and engaged.
• Kick-Off Event
o This event serves as a grand introduction, demonstrating the company's unwavering
commitment to the change initiative.
• Sports Activities
o Incorporating sports activities fosters camaraderie and teamwork among employees,
serving as a subtle yet effective way to reinforce the change message.
• Digital Advertisements
o Utilizing digital advertising channels helps in reaching a wider audience and
communicating key messages associated with the change.
• Online Banners and Magazines
o Displaying information through online banners and magazines provides additional
visibility and reinforces the change narrative to a diverse audience.
• Information Guide in the Form of a Newsletter
o A newsletter serves as a comprehensive guide, catering to the interests of individuals
seeking detailed information about the change and its implications.
Change Management Report 27. April 2024
ENABLE THE CHANGE
To effectively support the change process, we suggest organizing a World Café with three teams, each
dealing with a specific question. Participants will rotate between the teams every 15 minutes to ensure
that everyone addresses all three issues. At the end of the World Café, each participant will have
contributed to the discussions on all three questions.
The 3 topics are:
• In your opinion, what are the biggest challenges or obstacles to the successful implementation of
the new organizational model ("Dynamic Shared Ownership")?
• Given Bayer's goal of reducing hierarchies, eliminating bureaucracy and speeding up decision-
making processes, what innovative approaches or initiatives do you propose to achieve this?
• How can we as employees actively contribute to and support the successful implementation of
the new organizational model at Bayer?
In addition, we plan to conduct creativity workshops with the first change team to generate fresh ideas
on how to expand the change throughout the entire company.
FOSTER THE CHANGE
We're considering two approaches to maintain team motivation and foster learning during the change
process. Firstly, celebrating successes to boost morale, and secondly, organizing 'fuck-up nights' within a
safe environment to extract valuable lessons from past mistakes.
• Celebrating Successes
o Recognize and celebrate achievements and milestones reached along the way. This could
include showcasing success stories, acknowledging the contributions of individuals and
teams, and reinforcing the positive impact of the change on the organization.
• Fuck-up-nights
o These sessions encourage transparency, vulnerability, and collaboration, ultimately
leading to deeper insights, personal growth, and enhanced problem-solving skills.
Additionally, by sharing experiences and lessons learned, participants can avoid
repeating similar mistakes in the future, leading to more effective decision-making and
overall improvement in organizational performance.
FEEDBACK ABOUT THE REPORT AND PROCESS:
At first, understanding the plane map was tough because we didn't know much about Bayer. But we
managed to figure it out by making some guesses. The map helped us see the big picture of what needed
to change.
For the change backlog, we struggled to decide which tasks to do first and who should be on the change
team. We also had to guess some things for the story canvas. We made a rough version first, then added
more details later using the map.
Coming up with ideas for how to communicate the change was easy, and we agreed on them quickly.
Figuring out the enabel and foster phase didn't take long either.