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Your change communication agency

with decades of experience

Supporting transformation:

Nothing is as constant as change. From big industry to medium-sized businesses and SMEs, our economy is currently undergoing a profound and highly complex transformation. This transformation is also having a massive impact on society.

Key megatrends such as digitalisation, sustainability, demographic change, resilience, cultural change and internationalisation are all impacting companies and organisations simultaneously, presenting them with profound changes regardless of their sector or size.

As a change communication agency, we support our clients in planning and carrying out upcoming transformations and communicating with all internal and external stakeholders. So that the transformation is successful both internally and externally.

Your contact

Schedule a meeting

Angela Kunwald Managing Director at Ruess International

Angela Kunwald

Managing Director

Success Stories

Change Communication Agency

Packaging
Antalis Packaging campaign

We helped to develop and shape the change process in key development stages - including the (communicative) actions aligned to the individual stages with the guiding principle of "growing together".

Schubert sustainability microsite
Schubert sustainability microsite

“Mission Blue” is the name of Schubert’s new Sustainability Initiative, which bundles all activities relating to sustainability. The new microsite is the focal point of all communications across all channels, externally and internally at Schubert. Concept, design, technology and editing – all from a single source – made by Ruess Group.

All disciplines
All disciplines

Change is essentially
open-heart surgery on the company

Change processes reach deep into structures, processes and management principles. They throw values, beliefs and principles into question. They have far-reaching, tangible and visible consequences.

The organisation and its decisions become the focus of public attention, often far beyond the internal and external stakeholders directly affected.

Change processes therefore invariably have a lasting impact on the image and credibility of the company or organisation – both positive and negative.

Precisely because transformation and change processes always pose a risk to the company's image, proactive, authentic and strategically coordinated communication is essential. It creates transparency and orientation, prevents misunderstandings and misinterpretations of decisions. And it strengthens the trust of all stakeholders, both internally and externally.

As a change communication agency, we have specialists with the necessary expertise and experience on board. We offer our clients an independent, objective view of events. We combine analytical skills with creative thinking and have the necessary technical and specialist know-how. We also have the empathy and interpersonal sensitivity required to put ourselves in the positions of the various target groups and understand their feelings.

These skills enable us to bridge the gap between the current state of the company/organisation and its future vision, and to take everyone involved with us on the journey.

Transformations and change processes call for courage, precision, empathy and professional communication – so that the company not only survives, but emerges stronger than before.

The interplay of organisational development and communication

Successful transformation requires more than new structures, processes and strategies. Change processes only achieve their full potential when they are strategically planned, carefully managed and effectively communicated.

To achieve this, organisational development and communication need to work together seamlessly. Organisational development ensures that hierarchies, roles and responsibilities are clearly structured, workflows and processes are defined, and that leadership principles and corporate culture are gradually aligned with the new goals.

The change communication agency maps out this process, provides the necessary guidance and creates acceptance among the stakeholder groups involved. It transforms complex content into understandable, comprehensible messages, while creating space for dialogue and taking concerns and fears seriously.

Both disciplines are closely interwoven and act as partners. Together, they create the framework in which change becomes possible, tangible and sustainable – for management, executives, employees and all stakeholders.

Transformation & change processes – opportunities and risks

Transformation and change are phases of development whereby strategies, structures and philosophies have to be modified so that the company/organisation can respond positively to current and future challenges.

The driving forces behind this are often technological developments, changes in the markets, new legal or political requirements or sometimes simply a new strategic direction.

The goal is to emerge from the transformation process as a better company through successful change management.

Opportunities:

  • Innovation and competitiveness:

    Change processes trigger new technologies or methods that promote innovation and strengthen the company.

  • Increased efficiency:

    Changes to processes and workflows ensure greater efficiency, save costs and improve productivity. The company becomes leaner, more efficient and more resilient.

  • Employee development:

    Change processes give employees the opportunity to develop new skills. They strengthen motivation, create new points of identification and strengthen loyalty to the company.

  • Adaptability:

    Successful change processes increase the adaptability of companies and make them more resilient to all future challenges.

Risks:

  • Resistance:

    Employees who are often directly affected by change are generally sceptical about change projects at first. This scepticism needs to be addressed through internal communication. Resistance impairs the effectiveness of a company and its processes. Successful change communication informs the internal community about upcoming changes at an early stage, keeps them constantly up to date and gives them security during the transformation process.

  • Costs:

    Change processes can be expensive. They involve considerable costs and time for training, system conversions and lost time during the transition phase.

  • Lack of goal orientation:

    Change processes can also fail if the goals are not clearly defined or the strategy is not well thought out. This creates the risk of wasting resources.

  • Disruption of operations:

    Change processes take time and often fundamentally change the company. This can disrupt normal business operations and lead to productivity losses.

A successful change process succeeds in exploiting opportunities and avoiding risks. This is achieved through meticulous planning and precise implementation. It is carefully prepared and clearly communicated to all stakeholders, with a willingness to adapt and learn at all times.

Typical change processes –

challenges & opportunities

Transformation and change processes present companies and organisations with numerous challenges. The key is to turn these challenges into opportunities.

Digitalisation

is rapidly transforming business models, processes and customer demands. This is an opportunity for companies to make their processes more efficient and agile. To overcome silos through networked working. To win new customers, offer innovative services, and tap into new growth and market potential. When technology, companies, and culture evolve successfully at the same time.

Sustainability

is becoming a strategic imperative, driven by regulatory requirements, social pressures and new market opportunities. The winners will be those who successfully combine economic success with ecological responsibility. Or develop new, forward-looking business models. A company that acts responsibly in terms of sustainability gains new trust among customers and positions itself as a forerunner of a responsible economy.

Demographic change

is exacerbating the shortage of skilled workers. Companies have to find innovative ways to secure knowledge and attract new talent. Those who seize the opportunity to make working environments more attractive, flexible and inclusive, and who focus on an appreciative corporate culture and targeted promotion of young talent, have the best chance of creating a corporate environment where people enjoy their work and can develop their potential to the fullest.

Resilience

is a decisive factor in times of geopolitical tensions, unstable supply chains and economic uncertainty, creating important room for manoeuvre. Those who consciously invest in robust structures, strong partnerships and flexible processes will reap the rewards. This is the best starting position for better mitigating risks and seizing new opportunities in challenging situations.

Cultural change

focused on agility, collaboration and greater personal responsibility is a key factor that makes successful transformation possible in the first place. Those who actively drive this change strengthen team spirit and trust and create space for ideas and innovation. Employees are motivated to take on responsibility and shape the future together.

Internationalisation

opens up growth opportunities, but also often creates more complexity in terms of structures, processes and communication. An internationalisation strategy is most successful when a common set of values is established. When international teams leverage cultural diversity as a strength and communication supports these developments in the long term.

Restructuring, layoffs, site closures

In phases like these, it is especially important to be aware that many of the employees affected will not see any immediate opportunities. For them, change means profound uncertainty, emotional stress and, not infrequently, a loss of perspective. This makes change management communication all the more important, accompanying the process with sensitivity, respect and empathy. And treating people as equals.

Successful transformation can only be achieved if companies/organisations address the change issues strategically, in an integrated manner and with clear priorities. This necessitates partners who can not only manage change management communication strategically, but also immerse themselves deeply in the corporate world and make it their own. At the Ruess Group, we have been doing this as a change communication agency for decades.

The right change
management communication

Change processes are how a company responds to internal or external stimuli. They involve adapting existing structures, practices and cultures to new challenges and a new era.

Change communication plays a decisive role in this process - one that should not be underestimated. It makes the vision and necessity of change visible to everyone and takes all stakeholders along on the journey.

Only when the reasons for change are clearly communicated will everyone understand why change is necessary. This is essential for the acceptance and support of the process.

Change communication addresses people where they are at and takes them along on the journey. It is not just about conveying information, but also about listening with empathy. Hearing concerns and gathering ideas that improve the process and lead to innovative solutions. To give everyone a sense of appreciation and respect while boosting morale and commitment.

Transparent communication can be vital in maintaining trust within a company. Employees who feel they are being kept in the dark tend to be distrustful and speculative, which hinders change.

Effective communication always addresses the emotional aspects of transformation and, through open and transparent communication, helps to reduce fears and promote a positive attitude towards change.

A change process that is supported by strong communication with an experienced change communication agency as a partner has a significantly higher chance of success. Primarily because it maintains a neutral view of all stakeholders and communication is based on a common understanding.

Only structured change processes can be successful

A well-structured change process generally involves the following steps, regardless of what has triggered it.

  • The prelude

    Every change process begins with the realisation that change is necessary. This may be the result of a strategic analysis, customer feedback or the emergence of new market and industry trends.

    Based on this, the direction and goals of the change process are defined. This includes a careful analysis of the internal and external environments in order to understand the driving forces behind the change and respond to them.

  • The vision

    A clear vision is always essential for success. It should provide direction and a goal that everyone can work towards. It needs to inspire and show that all changes will lead to a better company.

    Of course, this vision also has to be consistent with the company's values and purpose. This is the only way to ensure credibility and support from everyone involved in the company, both internally and externally.

  • The communication strategy

    Effective communication is the be-all and end-all of any change process. It involves the ongoing and consistent communication of information, as well as the reasons, implications and scope to all stakeholders.

    To achieve this, the communication strategy has to use a wide variety of channels and methods to make sure that the messages permeate every corner of the company and reach all its stakeholders.

  • The employees

    The most important stakeholders in a change process are, of course, the employees. Their involvement in and empowerment through change communication are decisive for the success of all measures.

    This is typically achieved through workshops, training courses and regular meetings where employees are encouraged to ask questions, raise any concerns and make suggestions for improvement.

    It is important that management and executives also act as change agents – credible, trustworthy company ambassadors – and work closely with the workforce to drive change forward.

  • Implementation

    The result of a change process can be the introduction of new technology, the further development of processes, the restructuring of the organisation or the realignment of the corporate culture.

    At this point, it is important to remain flexible, respond to feedback from within the organisation and the environment, make adjustments and, if necessary, change direction again. Change is a thoroughly organic process and needs to must remain so.

  • Resistance

    Resistance to change is inevitable and a natural part of the process. To overcome it, it is advisable to keep your eyes and ears open to understand the concerns of the workforce.

    At the same time, you should always work on solutions that address these concerns. It is also advisable to incorporate so-called quick wins. These are fast, visible successes that make the benefits of change tangible.

  • Monitoring

    Change processes rarely run in a linear fashion and necessitate continuous monitoring and a great deal of flexibility throughout. It is the task of management to evaluate progress, measure success and make adjustments where necessary.

    Now is the time to be open to all kinds of feedback and to iterate the process accordingly. Only those who are open to all possibilities will ultimately achieve the optimal solution for the company.

  • Embedding

    Change is only sustainable if it is embedded in daily operations and corporate culture. New practices and processes should become standards that are incorporated into company routines.

    Here, too, management plays a leading role – quite simply by continuously supporting and exemplifying the changes. After all, change that is not lived is not change, but a heap of empty intentions.

  • Measuring success

    The success of a change should be measurable. To this end, clear indicators and metrics (KPIs) need to be defined. Only then can the impacts of the change be evaluated.

    This not only helps analyse the current change, but also provides valuable insights for future changes in direction. After all, after a change is always before the next change. Yes, these are challenging times.

  • Reflection

    Once the change process is complete, it is advisable to reflect on all the steps involved. What didn't work? What went well? What could have been better? And what lessons can be learned for the next change?

    It is precisely this continuous learning that is important for making a company adaptable and competitive. The basic requirements here are strategic planning, effective communication and strong leadership.

A change communication agency

needs to master a wide range of skills

A change communication agency is required to offer a bundle of special skills. These enable it to navigate a company through the complex challenges of a change process.

In other words, skills that are pivotal in reaching, informing and motivating not only employees but also external stakeholders. Here are some of the most important skills:

Strategic planning expertise

One of the most important tasks of a change communication agency is to develop strategic communication plans that meet both the short-term requirements of change and the long-term vision of the company.

To do so, the change management agency needs to understand the company's goals, analyse the initial situation and define the objectives. It also has to remain flexible in order to adapt to changing circumstances and structure everything in such a way that everything runs smoothly.

Understanding change management

In-depth expertise in the principles and models of change management is just as essential for a change communication agency as a deep understanding of employees and stakeholders and how they react to change.

Everything to make the transition from one status to the next smoother and more elegant. This also requires a thorough understanding of human behaviour, motivation theories and group dynamics.

Empathetic communication skills

Effective communication parallel to the change process requires a high degree of empathy and open-mindedness. To achieve this, the change communication agency always needs to be able to put itself in the position of the various stakeholders in order to understand their concerns.

To do this, the change communication agency needs to craft messages that are not only rationally persuasive, but also emotionally compelling. Only with empathy is it possible to craft the right messages that resonate with people where they are at.

Creative problem-solving

Unexpected challenges often arise during change processes. This is why a change communication agency always needs to be able to solve these problems quickly and creatively.

To this end, it is important to break out of traditional patterns of thinking and be willing to explore new avenues to achieve communication goals.

Ability to analyse stakeholders

In any change process, it is vitally important to know exactly who the stakeholders are, what triggers them and how they can best be reached. This is why the change communication agency should have the necessary expertise in addition to knowledge of all the tools and options available.

Crisis communication expertise

Crises are as much a part of the change process as butter is to bread. They call for quick and decisive action and the immediate development of a strategic crisis communication plan.

The change agency also needs to be able to manage these situations calmly and prudently, react quickly and adapt communication at all times in order to maintain stakeholder trust and avert damage.

Measuring success

Success is only success if it can be measured and analysed. All this requires the change agency to have a profound understanding of data collection and analysis based on well-established KPIs and the appropriate tools.

Intercultural expertise

In our globalised world, communication strategies naturally have to work across countries and cultures. It is important for the change communication agency to understand cultural differences and manage them in order to avoid communication pitfalls.

Technological savvy

The digital world is rapidly producing new technologies with which the change communication agency needs to be familiar. Not only in terms of communication channels, but also in terms of tools for managing communication.

Flexibility and adaptability

A change communication agency always needs to be flexible and adaptable. Processes are highly dynamic and demand quick thinking and adaptation. So it's not about following a formula, but working with empathy 24/7.

Why choosing the right change agency is vital

Having the right change agency by your side makes all the difference. It combines strategic expertise, methodological precision and empathetic understanding – and ensures that your change processes are not only carried out, but also supported and experienced positively.

This makes sure that change can become a shared success story and that your company emerges from the transformation stronger, more credible and better equipped for the future.

Your contact

Schedule a meeting

Angela Kunwald Managing Director at Ruess International

Angela Kunwald

Managing Director