A good example for transformation is the butterfly. When the first cells are formed in the caterpillar to initiate the transformation into a butterfly, the caterpillar’s immune system massively combats and kills them. Only when a larger number of butterfly cells manage to network with each other, the transformation of the caterpillar into a butterfly takes place. A similar situation can be observed in transformation processes in companies.

I am Heidi Ahrens, founder of KWAN Solutions, Partner for New Work Organisations. By this term I understand:

” A transformation of the working environment and of working methods; in response to globalization, digitalization and to the changing demands that younger generations place on their working environment.”

In consulting projects or as interim manager I help companies as change agent with focus on people and HR tools. 20 years of personnel management and legal advice in labor and data protection law are my “home base”. My many years of experience in change projects, holistic approach, a broad repertoire of methods and consulting at eye level make me a valuable transformation companion.

For me, agile transformation is more than just a fad. More self-organization, reduction of bureaucracy as well as a new leadeship model are rather a necessity in order to work customer-centered, be innovative and thus remain successful in competition in the future. The human resources department is often expected to actively drive this change. But they are seldom experienced in that way. What is the reason for this? Is it due to an outdated understanding of roles or is it due to a lack of strategic or digital skills?

Of course there are development needs, as in other departments, but in my time in HR I have experienced that it is extremely tiring and not promising to implement fundamental changes with “in-flight resources” alone. As the transformation from caterpillar to butterfly clearly shows, one’s own system tends to repel individuals who are too out of the ordinary.  Therefore, a critical mass of activists in the company is first needed, who network and learn together. In addition, many projects fail because the people involved have to cope with this alongside their daily business and lack the necessary focus and momentum.

This is an advantage of external consulting and interim management. Nevertheless, some are skeptical that only supposed “best practices” are put over, which do not fit the own situation and one is left alone with the implementation. I have been able to show in my successful projects that it can be done differently. I support the HR department for a limited period of time in managing and implementing transformation projects with a focus on people and agile HR tools. In doing so I work integrative with other departments and consultants.

Please have a look around and contact me at any time if you have any questions via hello@kwansolutions.de.

Many thanks & best regards

Heidi Ahrens