Michael Hagemann - Three Key Success Factors for Transforming Your Business

Three Key SuccessFactors for TransformingYour Business

Three Key SuccessFactors for TransformingYour Business

Mindset, Infrastructure, Capability

Michael Hagemann

Three Key Success Factors for Transforming Your Business:Mindset, Infrastructure, Capability

Copyright Business Expert Press, LLC, 2020.

All rights reserved. No part of this publication may be reproduced,stored in a retrieval system, or transmitted in any form or by anymeanselectronic, mechanical, photocopy, recording, or any otherexcept for brief quotations, not to exceed 400 words, without the priorpermission of the publisher.

First published in 2020 by

Business Expert Press, LLC

222 East 46th Street, New York, NY 10017

www.businessexpertpress.com

ISBN-13: 978-1-95152-732-7 (paperback)

ISBN-13: 978-1-95152-733-4 (e-book)

Business Expert Press Human Resource Management and OrganizationalBehavior Collection

Collection ISSN: 1946-5637 (print)

Collection ISSN: 1946-5645 (electronic)

Cover image licensed by Ingram Image, StockPhotoSecrets.com

Cover and interior design by Exeter Premedia Services Private Ltd.,Chennai, India

First edition: 2020

10 9 8 7 6 5 4 3 2 1

Printed in the United States of America.

Abstract

There are now many different Change Management models. Some are very complex; some are not very effective.

With the MIC model (MIC = Mindset, Infrastructure, Capability) there is an easy-to-understand and easy-to-use model presented that has proven itself many times over in practice. It is useful in both private and business settings, in both large transformation projects as well as smaller change projects.

In order to keep MIC application-oriented, in the second part of this book a change and project management approach called PACE has been introduced that describes a step-by-step approach of how MIC can be implemented more linearly in project-driven changes.

Every change requires the right mindset, the right infrastructure, and the necessary capabilities.

MIC comes from practice and is for practice.

The book is aimed at consultants and managers, HR managers and project managers who need to lead or implement change programs. Executives and their teams will benefit from the book as much as individuals who want to change or face change in their lives. Finally, it addresses all those who watch the changes of our time and are curious to understand more deeply how changes do not have to be passively endured but can be actively understood and lived as an opportunity.

Everybody will face change at some point. MIC will help see change no longer as something threatening, but a way to accept change and integrate into life.

Keywords

change; change management; leadership; transformation; emotional intelligence; mindset; leading change; managing change; restructuring; culture

Contents

This book for leaders and practitioners is exceptional. It seamlessly integrates a very practical action-orientation on how to implement change in organizations, together with thoughtful reflections on considerable experience, as well as demonstrating a deep understanding of science and theory, both past and present.

Hagemanns book is one of the few contributions among thousands of books on change management that is not only multidimensional but also personally authentic. It focuses on helping people and leaders in companies, large and small, deal with the dramatic and ever accelerating change affecting them and their societies. The author provides a toolkit, case studies and uses direct quotes from those both undergoing and implementing change to supplement his foundational framework and road map. He shows why and how leaders need to keep in mind, and work on, three critical areas in order to make change sustainable and successful.

Hagemann introduces a new framework for change management that he refers to as the MIC model. He shows how every change requires the right mindset (M), the right infrastructure (I), and the necessary capabilities (C) to make change successful. Mindset is more than just an attitudeits broader, incorporating, purpose, spirit, soul, and intellect. Infrastructure (I) refers to all physical and mental elements which encourage, support, and enhance a behavior. Physical infrastructure includes the office environment, IT, processes, assessments, development, and organizational infrastructure. By capability (C), he refers to ability, competence, and suitability. The book provides leaders with a step-by-step and very thorough description of the processes and tools on how to implement the MIC change model.

Michael Hagemann is an authentic leader and a reflective practitioner. Today he is Vice President in charge of Change Management at Deutsche Post DHL Group, one of the leading global logistics providers, a company with about 550,000 employees and total assets of 50 billion euros. For many years he was a priest and an academic director for international adult education in the Catholic Church. After taking a sabbatical he writes that he completed a radical, personal re-orientation and evolved himself into a change and transformation manager for corporate consulting, educational organizations as well as with NGOs. He does not shy away from using his own experience of personal change in portraying the emotional toll change can have on people as well as organizations and companies.

Hagemann went on to gain an MBA, complimented by numerous certifications in Six Sigma, DISC, Mindfulness, and Neuro Linguistic Programming (NLP). His direct experience in the world of business is rooted in his 10 years in his present role at DPDHL, one of the largest privately held companies in the world. Its remarkable growth journey includes many initiatives with serious and large-scale change efforts. From the early 1990s, this company underwent, and continues to undergo, major transformations, from a 500-year-old government-owned postal service (Deutsche Post) to a company that is 80 percent owned by international private investors. And without doubt, DPDHL is one of the most global of companies todaywith a presence in almost all countries and territories.

On a more personal level, I have been witness to several of the companys transformational changes, evolution, and its approach to change and growth. From a modest start in 1990, by the mid-1990s the company began to initiate significant leadership development and executive education to assist its integration process. Leaders were trying to learn faster than the rate of change, analyzing how best to tackle the myriad of issues that accompany rapid expansion and integration. At one point they were acquiring as many as five or so companies every month. And so they looked to the outside to examine as many good change management practices worldwide as they could, including those at GE and others at the time, to understand what might help them manage this dramatic transition. I raise this point to provide context, that Hagemanns book is based on a thorough understanding of other major company experiences together with the experience of his own companys dramatic change and transformation.

What also makes this book different from others is the consistent reference to ensuring that morality, ethics, and human values are an essential part of the change management process. With wisdom and compassion the author counsels leaders that manipulation is unacceptable and counterproductiveethical behavior must always be at the center of decision-making and change management. This approach is inspiring, very relevant, and now much more acceptable in our post shareholder value era. Hagemanns perspective, like the rest of the book, puts his contribution on change management far ahead of other approachesit is an outstanding and very relevant model for those wanting to implement change management for the 21st century.