{"id":3953,"date":"2026-06-12T08:00:28","date_gmt":"2026-06-12T08:00:28","guid":{"rendered":"https:\/\/cofitconsult.com\/never-change-a-winning-team\/"},"modified":"2026-06-20T07:19:37","modified_gmt":"2026-06-20T07:19:37","slug":"never-change-a-winning-team","status":"publish","type":"post","link":"https:\/\/cofitconsult.com\/en\/never-change-a-winning-team\/","title":{"rendered":"Never change a winning team?"},"content":{"rendered":"\t\t<div data-elementor-type=\"wp-post\" data-elementor-id=\"3953\" class=\"elementor elementor-3953 elementor-3893\">\n\t\t\t\t<div class=\"elementor-element elementor-element-2fd9b3ed e-flex e-con-boxed wpr-particle-no wpr-jarallax-no wpr-parallax-no wpr-sticky-section-no wpr-column-slider-no wpr-equal-height-no e-con e-parent\" data-id=\"2fd9b3ed\" data-element_type=\"container\" data-e-type=\"container\" data-settings=\"{&quot;background_background&quot;:&quot;classic&quot;}\">\n\t\t\t\t\t<div class=\"e-con-inner\">\n\t\t\t\t<div class=\"elementor-element elementor-element-497ce028 elementor-widget elementor-widget-heading\" data-id=\"497ce028\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"heading.default\">\n\t\t\t\t\t<h2 class=\"elementor-heading-title elementor-size-default\">Never change a winning team?<\/h2>\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t<div class=\"elementor-element elementor-element-71a3ac0b e-flex e-con-boxed wpr-particle-no wpr-jarallax-no wpr-parallax-no wpr-sticky-section-no wpr-column-slider-no wpr-equal-height-no e-con e-parent\" data-id=\"71a3ac0b\" data-element_type=\"container\" data-e-type=\"container\" data-settings=\"{&quot;background_background&quot;:&quot;classic&quot;}\">\n\t\t\t\t\t<div class=\"e-con-inner\">\n\t\t\t\t<div class=\"elementor-element elementor-element-8695467 elementor-widget elementor-widget-text-editor\" data-id=\"8695467\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"text-editor.default\">\n\t\t\t\t\t\t\t\t\t<p>Why stability and change are not a contradiction \u2013 but a leadership task<\/p><p>The conflict between &#8220;<strong>Never change a winning team<\/strong>&#8221; and &#8220;<strong>What got us here won&#8217;t get us there<\/strong>&#8221; is one of the biggest dilemmas in business management. There are many examples in which change has worsened the situation, e.g. Lopez effect (quality problems due to excessive savings) at Opel with lasting damage to the brand reputation. <\/p><p> Is \u201cNever change a winning team\u201d the solution? What if exactly this attitude endangers your company in the long term? How do you know if your \u201cwinning team\u201d is actually on the verge of losing touch? When is the right time for change and which change makes sense?   <\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t<div class=\"elementor-element elementor-element-8692223 e-flex e-con-boxed wpr-particle-no wpr-jarallax-no wpr-parallax-no wpr-sticky-section-no wpr-column-slider-no wpr-equal-height-no e-con e-parent\" data-id=\"8692223\" data-element_type=\"container\" data-e-type=\"container\" data-settings=\"{&quot;background_background&quot;:&quot;classic&quot;}\">\n\t\t\t\t\t<div class=\"e-con-inner\">\n\t\t\t\t<div class=\"elementor-element elementor-element-4151c720 elementor-widget elementor-widget-n-accordion\" data-id=\"4151c720\" data-element_type=\"widget\" data-e-type=\"widget\" data-settings=\"{&quot;default_state&quot;:&quot;all_collapsed&quot;,&quot;max_items_expended&quot;:&quot;one&quot;,&quot;n_accordion_animation_duration&quot;:{&quot;unit&quot;:&quot;ms&quot;,&quot;size&quot;:400,&quot;sizes&quot;:[]}}\" data-widget_type=\"nested-accordion.default\">\n\t\t\t\t\t\t\t<div class=\"e-n-accordion\" aria-label=\"Accordion. Open links with Enter or Space, close with Escape, and navigate with Arrow Keys\">\n\t\t\t\t\t\t<details id=\"e-n-accordion-item-1090\" class=\"e-n-accordion-item\" >\n\t\t\t\t<summary class=\"e-n-accordion-item-title\" data-accordion-index=\"1\" tabindex=\"0\" aria-expanded=\"false\" aria-controls=\"e-n-accordion-item-1090\" >\n\t\t\t\t\t<span class='e-n-accordion-item-title-header'><div class=\"e-n-accordion-item-title-text\"> 1. Never change a winning team! <\/div><\/span>\n\t\t\t\t\t\t\t<span class='e-n-accordion-item-title-icon'>\n\t\t\t<span class='e-opened' ><svg aria-hidden=\"true\" class=\"e-font-icon-svg e-fas-minus\" viewBox=\"0 0 448 512\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\"><path d=\"M416 208H32c-17.67 0-32 14.33-32 32v32c0 17.67 14.33 32 32 32h384c17.67 0 32-14.33 32-32v-32c0-17.67-14.33-32-32-32z\"><\/path><\/svg><\/span>\n\t\t\t<span class='e-closed'><svg aria-hidden=\"true\" class=\"e-font-icon-svg e-fas-plus\" viewBox=\"0 0 448 512\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\"><path d=\"M416 208H272V64c0-17.67-14.33-32-32-32h-32c-17.67 0-32 14.33-32 32v144H32c-17.67 0-32 14.33-32 32v32c0 17.67 14.33 32 32 32h144v144c0 17.67 14.33 32 32 32h32c17.67 0 32-14.33 32-32V304h144c17.67 0 32-14.33 32-32v-32c0-17.67-14.33-32-32-32z\"><\/path><\/svg><\/span>\n\t\t<\/span>\n\n\t\t\t\t\t\t<\/summary>\n\t\t\t\t<div role=\"region\" aria-labelledby=\"e-n-accordion-item-1090\" class=\"elementor-element elementor-element-6ea82524 e-con-full e-flex wpr-particle-no wpr-jarallax-no wpr-parallax-no wpr-sticky-section-no wpr-column-slider-no wpr-equal-height-no e-con e-child\" data-id=\"6ea82524\" data-element_type=\"container\" data-e-type=\"container\">\n\t\t<div role=\"region\" aria-labelledby=\"e-n-accordion-item-1090\" class=\"elementor-element elementor-element-fc6c9fe e-flex e-con-boxed wpr-particle-no wpr-jarallax-no wpr-parallax-no wpr-sticky-section-no wpr-column-slider-no wpr-equal-height-no e-con e-child\" data-id=\"fc6c9fe\" data-element_type=\"container\" data-e-type=\"container\">\n\t\t\t\t\t<div class=\"e-con-inner\">\n\t\t\t\t<div class=\"elementor-element elementor-element-cef01e5 elementor-widget elementor-widget-text-editor\" data-id=\"cef01e5\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"text-editor.default\">\n\t\t\t\t\t\t\t\t\t<p><span lang=\"DE-AT\">Stability is the foundation of every successful organization. <\/span>Well-established teams work very efficiently and reliably. Processes run smoothly and are optimized. <\/p><p>Stability is only beneficial as long as it meets current requirements. Especially in successful organizations, this also leads to high risks such as: <\/p><ul><li><b>Arrogance<\/b>: Teams bask in their success, miss out on innovations, and underestimate their competitors.<\/li><li><b>Blindness to external changes<\/b>: <span lang=\"DE-AT\">Markets, technologies and customer needs continue to evolve \u2013 those who don&#8217;t keep up get left behind.<\/span><\/li><\/ul><p>A good example of this is Nokia: As the market leader in the mobile communications sector, they overlooked the impact of the smartphone on their business model.<\/p><p><strong>Always ask yourself the question:<\/strong><br\/><em>\u201cDoes my organization still fit or what changes are necessary to maintain or improve my position?\u201d<\/em><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/details>\n\t\t\t\t\t\t<details id=\"e-n-accordion-item-1091\" class=\"e-n-accordion-item\" >\n\t\t\t\t<summary class=\"e-n-accordion-item-title\" data-accordion-index=\"2\" tabindex=\"-1\" aria-expanded=\"false\" aria-controls=\"e-n-accordion-item-1091\" >\n\t\t\t\t\t<span class='e-n-accordion-item-title-header'><div class=\"e-n-accordion-item-title-text\"> 2. What brought us here won't get us there! <\/div><\/span>\n\t\t\t\t\t\t\t<span class='e-n-accordion-item-title-icon'>\n\t\t\t<span class='e-opened' ><svg aria-hidden=\"true\" class=\"e-font-icon-svg e-fas-minus\" viewBox=\"0 0 448 512\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\"><path d=\"M416 208H32c-17.67 0-32 14.33-32 32v32c0 17.67 14.33 32 32 32h384c17.67 0 32-14.33 32-32v-32c0-17.67-14.33-32-32-32z\"><\/path><\/svg><\/span>\n\t\t\t<span class='e-closed'><svg aria-hidden=\"true\" class=\"e-font-icon-svg e-fas-plus\" viewBox=\"0 0 448 512\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\"><path d=\"M416 208H272V64c0-17.67-14.33-32-32-32h-32c-17.67 0-32 14.33-32 32v144H32c-17.67 0-32 14.33-32 32v32c0 17.67 14.33 32 32 32h144v144c0 17.67 14.33 32 32 32h32c17.67 0 32-14.33 32-32V304h144c17.67 0 32-14.33 32-32v-32c0-17.67-14.33-32-32-32z\"><\/path><\/svg><\/span>\n\t\t<\/span>\n\n\t\t\t\t\t\t<\/summary>\n\t\t\t\t<div role=\"region\" aria-labelledby=\"e-n-accordion-item-1091\" class=\"elementor-element elementor-element-2b573f72 e-con-full e-flex wpr-particle-no wpr-jarallax-no wpr-parallax-no wpr-sticky-section-no wpr-column-slider-no wpr-equal-height-no e-con e-child\" data-id=\"2b573f72\" data-element_type=\"container\" data-e-type=\"container\">\n\t\t<div role=\"region\" aria-labelledby=\"e-n-accordion-item-1091\" class=\"elementor-element elementor-element-5282cfc5 e-flex e-con-boxed wpr-particle-no wpr-jarallax-no wpr-parallax-no wpr-sticky-section-no wpr-column-slider-no wpr-equal-height-no e-con e-child\" data-id=\"5282cfc5\" data-element_type=\"container\" data-e-type=\"container\">\n\t\t\t\t\t<div class=\"e-con-inner\">\n\t\t\t\t<div class=\"elementor-element elementor-element-1b985552 elementor-widget elementor-widget-text-editor\" data-id=\"1b985552\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"text-editor.default\">\n\t\t\t\t\t\t\t\t\t<p style=\"font-size: 16px; font-style: normal; font-weight: 400;\" data-start=\"183\" data-end=\"322\">Change is not a passing fad, nor is it an self-serving purpose. It becomes necessary because a company&#8217;s environment is constantly changing. <\/p><p style=\"font-size: 16px; font-style: normal; font-weight: 400;\" data-start=\"324\" data-end=\"498\">Many organizations fail not because they are bad, but because they cling for too long to a successful model that originated under different circumstances.<\/p><p style=\"font-size: 16px; font-style: normal; font-weight: 400;\" data-start=\"500\" data-end=\"522\"><span style=\"font-weight: bolder;\" data-start=\"500\" data-end=\"522\">Reasons for change:<\/span><\/p><ul style=\"font-size: 16px; font-style: normal; font-weight: 400;\" data-start=\"524\" data-end=\"1109\"><li style=\"font-size: 16px;\" data-section-id=\"1rqrwug\" data-start=\"524\" data-end=\"617\"><span style=\"font-weight: bolder;\" data-start=\"526\" data-end=\"561\">Changing customer requirements: <\/span>What convinces today may already be standard tomorrow.<\/li><li style=\"font-size: 16px;\" data-section-id=\"1x1e2d1\" data-start=\"618\" data-end=\"725\"><span style=\"font-weight: bolder;\" data-start=\"620\" data-end=\"652\">Technological progress:<\/span> Digitization and AI are changing business models and competition rules.<\/li><li style=\"font-size: 16px;\" data-section-id=\"1qy1uw1\" data-start=\"726\" data-end=\"858\"><span style=\"font-weight: bolder;\" data-start=\"728\" data-end=\"758\">Company growth:<\/span> Structures that work with 50 employees often reach their limits with 500 employees.<\/li><li style=\"font-size: 16px;\" data-section-id=\"c5m4in\" data-start=\"859\" data-end=\"968\"><span style=\"font-weight: bolder;\" data-start=\"861\" data-end=\"883\">New competitors:<\/span> New market entrants are often faster and more flexible than established companies.<\/li><li style=\"font-size: 16px;\" data-section-id=\"7xyixv\" data-start=\"969\" data-end=\"1109\"><span style=\"font-weight: bolder;\" data-start=\"971\" data-end=\"1004\">Regulatory changes:<\/span> New laws, sustainability requirements, or geopolitical developments increase the pressure to adapt.<\/li><\/ul><p style=\"font-size: 16px; font-style: normal; font-weight: 400;\" data-start=\"1111\" data-end=\"1240\"><span style=\"font-weight: bolder;\" data-start=\"1111\" data-end=\"1240\">The actual risk is therefore often not the change itself, but the assumption that the environment will not change.<\/span><\/p><p style=\"font-size: 16px; font-style: normal; font-weight: 400;\" data-start=\"1242\" data-end=\"1359\">Example: Amazon has reinvented itself again and again &#8211; from an online bookstore to a technology and cloud company.<\/p><p style=\"font-size: 16px; font-style: normal; font-weight: 400;\" data-start=\"322\" data-end=\"466\">The developments mentioned often make adjustments unavoidable. However, not every change automatically leads to better results. <\/p><p style=\"font-size: 16px; font-style: normal; font-weight: 400;\" data-start=\"471\" data-end=\"731\">Many companies correctly recognize the need for change, but fail to implement it. The desire for improvement alone does not guarantee success. Change can involve significant risks and jeopardize existing strengths.  <\/p><p style=\"font-size: 16px; font-style: normal; font-weight: 400;\"><span style=\"font-weight: bold;\">Risks of change:<\/span><\/p><ul style=\"font-size: 16px; font-style: normal; font-weight: 400; margin-top: 0cm;\" type=\"disc\"><li style=\"font-size: 16px;\"><span style=\"font-weight: bold;\"><span lang=\"DE-AT\">Temporary drop in performance:<\/span><\/span> <span lang=\"DE-AT\">Roles are unclear, processes do not run smoothly, decision-making processes need to be re-established.<\/span><\/li><li style=\"font-size: 16px;\"><span style=\"font-weight: bold;\"><span lang=\"DE-AT\">Uncertainty and loss of motivation:<\/span><\/span> <span lang=\"DE-AT\">Employees lose their orientation, fear loss of power or job change, and &#8220;informal structures&#8221; are disrupted.<\/span><\/li><li style=\"font-size: 16px;\"><span style=\"font-weight: bold;\"><span lang=\"DE-AT\">Loss of know-how: <\/span><\/span><span lang=\"DE-AT\">Key people leave or withdraw, implicit knowledge is lost.<\/span><\/li><li style=\"font-size: 16px;\"><span style=\"font-weight: bold;\"><span lang=\"DE-AT\">Loss of focus in day-to-day business: <\/span><\/span><span lang=\"DE-AT\">Reorganization ties up management capacity, while operational issues suffer (customers, quality, cash flow and market position).<\/span><\/li><li style=\"font-size: 16px;\"><span style=\"font-weight: bold;\"><span lang=\"DE-AT\">Organizational design without strategy:<\/span><\/span> <span lang=\"DE-AT\">Structure is changed, but strategy is unclear.<\/span><\/li><li style=\"font-size: 16px;\"><span style=\"font-weight: bold;\"><span lang=\"DE-AT\">Overcomplexity: <\/span><\/span><span lang=\"DE-AT\">A new structure is supposed to solve everything. The risk lies in too many levels, new interfaces, and more coordination instead of less. Processes become more complex and decisions take longer.<\/span><\/li><li style=\"font-size: 16px;\"><span style=\"font-weight: bold;\"><span lang=\"DE-AT\">High costs: <\/span><\/span><span lang=\"DE-AT\">High external and internal costs. Internal implementation costs, in particular, are often massively underestimated.<\/span><\/li><li style=\"font-size: 16px;\"><span style=\"font-weight: bold;\"><span lang=\"DE-AT\">Cultural shift: <\/span><\/span><span lang=\"DE-AT\">Established teams and processes are broken up. Trust is lost.<\/span><\/li><\/ul><p><span lang=\"DE-AT\" style=\"font-style: inherit; font-weight: inherit;\">Example: <\/span><span style=\"font-size: 1rem; font-style: inherit; font-weight: inherit;\">At Volkswagen Group, the pooling of software expertise led to more complexity instead of clarity.<\/span><em style=\"font-size: 1rem; font-weight: inherit;\"> <\/em><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/details>\n\t\t\t\t\t\t<details id=\"e-n-accordion-item-1092\" class=\"e-n-accordion-item\" >\n\t\t\t\t<summary class=\"e-n-accordion-item-title\" data-accordion-index=\"3\" tabindex=\"-1\" aria-expanded=\"false\" aria-controls=\"e-n-accordion-item-1092\" >\n\t\t\t\t\t<span class='e-n-accordion-item-title-header'><div class=\"e-n-accordion-item-title-text\"> 3. The optimal timing \u2013 the real leadership task! <\/div><\/span>\n\t\t\t\t\t\t\t<span class='e-n-accordion-item-title-icon'>\n\t\t\t<span class='e-opened' ><svg aria-hidden=\"true\" class=\"e-font-icon-svg e-fas-minus\" viewBox=\"0 0 448 512\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\"><path d=\"M416 208H32c-17.67 0-32 14.33-32 32v32c0 17.67 14.33 32 32 32h384c17.67 0 32-14.33 32-32v-32c0-17.67-14.33-32-32-32z\"><\/path><\/svg><\/span>\n\t\t\t<span class='e-closed'><svg aria-hidden=\"true\" class=\"e-font-icon-svg e-fas-plus\" viewBox=\"0 0 448 512\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\"><path d=\"M416 208H272V64c0-17.67-14.33-32-32-32h-32c-17.67 0-32 14.33-32 32v144H32c-17.67 0-32 14.33-32 32v32c0 17.67 14.33 32 32 32h144v144c0 17.67 14.33 32 32 32h32c17.67 0 32-14.33 32-32V304h144c17.67 0 32-14.33 32-32v-32c0-17.67-14.33-32-32-32z\"><\/path><\/svg><\/span>\n\t\t<\/span>\n\n\t\t\t\t\t\t<\/summary>\n\t\t\t\t<div role=\"region\" aria-labelledby=\"e-n-accordion-item-1092\" class=\"elementor-element elementor-element-14f3f4e1 e-con-full e-flex wpr-particle-no wpr-jarallax-no wpr-parallax-no wpr-sticky-section-no wpr-column-slider-no wpr-equal-height-no e-con e-child\" data-id=\"14f3f4e1\" data-element_type=\"container\" data-e-type=\"container\">\n\t\t\t\t<div class=\"elementor-element elementor-element-73bf750c elementor-widget elementor-widget-text-editor\" data-id=\"73bf750c\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"text-editor.default\">\n\t\t\t\t\t\t\t\t\t<p style=\"font-size: 16px; font-style: normal; font-weight: 400; line-height: normal;\"><span lang=\"DE-AT\">The key question is not whether to change \u2013 <i>but<\/i> when and to what extent. Most companies change either too late or too drastically. Successful companies change early and strategically.  <\/span><\/p><p style=\"font-size: 16px; font-style: normal; font-weight: 400;\"><span lang=\"DE-AT\">The optimal timing is not a matter of intuition, but rather a comparison of strategy, organization, and initial operational signals. Successful companies: <\/span><\/p><ul style=\"font-size: 16px; font-style: normal; font-weight: 400; margin-top: 0cm;\" type=\"disc\"><li style=\"font-size: 16px; list-style-type: none;\"><ul style=\"font-size: 16px; margin-top: 0cm;\" type=\"disc\"><li style=\"font-size: 16px; list-style-type: none;\"><ul style=\"font-size: 16px; font-style: normal; font-weight: 400;\"><li style=\"font-size: 16px;\"><span lang=\"DE-AT\" style=\"font-style: inherit; font-weight: inherit; text-indent: -18pt; font-family: Symbol;\"><span style=\"font-variant: normal; font-size-adjust: none; font-language-override: normal; font-kerning: auto; font-optical-sizing: auto; font-feature-settings: normal; font-variation-settings: normal; font-stretch: normal; font-size: 7pt; line-height: normal; font-family: 'Times New Roman';\"> <\/span><\/span><span lang=\"DE-AT\" style=\"font-style: inherit; font-weight: inherit; text-indent: -18pt;\">don&#8217;t wait for crises<\/span><\/li><li style=\"font-size: 16px;\"><span lang=\"DE-AT\" style=\"font-style: inherit; font-weight: inherit; text-indent: -18pt;\">do not react hastily<\/span><\/li><li style=\"font-size: 16px;\">but adapt early and gradually<\/li><\/ul><\/li><\/ul><\/li><\/ul><p style=\"font-size: 16px; font-style: normal; font-weight: 400; line-height: normal;\"><span lang=\"DE-AT\"> The following should be noted:<\/span><\/p><ul style=\"font-size: 16px; font-style: normal; font-weight: 400; margin-top: 0cm;\" type=\"disc\"><li style=\"font-size: 16px; list-style-type: none;\"><ul style=\"font-size: 16px; margin-top: 0cm;\" type=\"disc\"><li style=\"font-size: 16px; list-style-type: none;\"><ul style=\"font-size: 16px; font-style: normal; font-weight: 400; margin-top: 0cm;\" type=\"disc\"><li style=\"font-size: 16px;\"><span style=\"font-weight: bold;\"><span lang=\"DE-AT\">Change too soon:<\/span><\/span> <span lang=\"DE-AT\">Unrest and inefficiency without a real need for action<\/span><\/li><li style=\"font-size: 16px;\"><span style=\"font-weight: bold;\"><span lang=\"DE-AT\">Change too late: <\/span><\/span><span lang=\"DE-AT\">the market has already shifted. One can only react instead of shaping the future.<\/span><\/li><\/ul><\/li><\/ul><\/li><\/ul><p style=\"font-size: 16px; font-style: normal; font-weight: 400;\"><span lang=\"DE-AT\"> <\/span><\/p><p style=\"font-size: 16px; font-style: normal; font-weight: 400;\"><span lang=\"DE-AT\">The right time for change is not when problems become obvious, but when the first early indicators become apparent:<\/span><\/p><p style=\"font-size: 16px; font-style: normal; font-weight: 400;\"><span style=\"font-weight: bold;\">Operational signals<\/span><\/p><ul style=\"font-size: 16px; font-style: normal; font-weight: 400; margin-top: 0cm;\" type=\"disc\"><li style=\"font-size: 16px; list-style-type: none;\"><ul style=\"font-size: 16px; margin-top: 0cm;\" type=\"disc\"><li style=\"font-size: 16px; list-style-type: none;\"><ul style=\"font-size: 16px; font-style: normal; font-weight: 400; margin-top: 0cm;\" type=\"disc\"><li style=\"font-size: 16px;\">Decisions take longer<\/li><li style=\"font-size: 16px;\">Alignment is increasing<\/li><li style=\"font-size: 16px;\"><span lang=\"DE-AT\">Too many (ad-hoc) meetings, too little output<\/span><\/li><li style=\"font-size: 16px;\">Unclear responsibilities regarding new topics<\/li><\/ul><\/li><\/ul><\/li><\/ul><p style=\"font-size: 16px; font-style: normal; font-weight: 400;\"><span style=\"font-weight: bold;\">Financial signals<\/span><\/p><ul style=\"font-size: 16px; font-style: normal; font-weight: 400; margin-top: 0cm;\" type=\"disc\"><li style=\"font-size: 16px; list-style-type: none;\"><ul style=\"font-size: 16px; margin-top: 0cm;\" type=\"disc\"><li style=\"font-size: 16px; list-style-type: none;\"><ul style=\"font-size: 16px; font-style: normal; font-weight: 400; margin-top: 0cm;\" type=\"disc\"><li style=\"font-size: 16px;\"><span lang=\"DE-AT\">Revenue is growing, but profitability is stagnating\/decreasing.<\/span><\/li><li style=\"font-size: 16px;\">Rising overhead costs<\/li><li style=\"font-size: 16px;\">Declining operating cash flows<\/li><\/ul><\/li><\/ul><\/li><\/ul><p style=\"font-size: 16px; font-style: normal; font-weight: 400;\"><span style=\"font-weight: bold;\">Strategic signals<\/span><\/p><ul style=\"font-size: 16px; font-style: normal; font-weight: 400; margin-top: 0cm;\" type=\"disc\"><li style=\"font-size: 16px; list-style-type: none;\"><ul style=\"font-size: 16px; margin-top: 0cm;\" type=\"disc\"><li style=\"font-size: 16px; list-style-type: none;\"><ul style=\"font-size: 16px; font-style: normal; font-weight: 400; margin-top: 0cm;\" type=\"disc\"><li style=\"font-size: 16px;\"><span lang=\"DE-AT\">New initiatives are not progressing.<\/span><\/li><li style=\"font-size: 16px;\">Time-to-market is slowing down.<\/li><li style=\"font-size: 16px;\">Competitors are acting faster and more efficiently<\/li><li style=\"font-size: 16px;\"><span lang=\"DE-AT\">Targets are systematically missed.<\/span><\/li><\/ul><\/li><\/ul><\/li><\/ul><p style=\"font-size: 16px; font-style: normal; font-weight: 400; margin: 0px 0px 1.6em 36pt;\"><span lang=\"DE-AT\"> <\/span><\/p><p style=\"font-size: 16px; font-style: normal; font-weight: 400;\"><span style=\"font-weight: bold;\"><span lang=\"DE-AT\">Ask yourself the following key questions:<\/span><\/span><\/p><ul style=\"font-size: 16px; font-style: normal; font-weight: 400; margin-top: 0cm;\" type=\"disc\"><li style=\"font-size: 16px; list-style-type: none;\"><ul style=\"font-size: 16px; font-style: normal; font-weight: 400; margin-top: 0cm;\" type=\"disc\"><li style=\"font-size: 16px;\"><span lang=\"DE-AT\">Are we still in line with our long-term strategy?<\/span><\/li><li style=\"font-size: 16px;\"><span lang=\"DE-AT\">Does our organization still fit the company and\/or market environment?<\/span><\/li><li style=\"font-size: 16px;\"><span lang=\"DE-AT\">Do we have the right skills and structures for the future?<\/span><\/li><li style=\"font-size: 16px;\"><span lang=\"DE-AT\">Are we adapting faster or slower than our competitors?<\/span><\/li><\/ul><\/li><\/ul>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/details>\n\t\t\t\t\t\t<details id=\"e-n-accordion-item-1093\" class=\"e-n-accordion-item\" >\n\t\t\t\t<summary class=\"e-n-accordion-item-title\" data-accordion-index=\"4\" tabindex=\"-1\" aria-expanded=\"false\" aria-controls=\"e-n-accordion-item-1093\" >\n\t\t\t\t\t<span class='e-n-accordion-item-title-header'><div class=\"e-n-accordion-item-title-text\"> 4. How much change is right \u2013 evolution instead of revolution! <\/div><\/span>\n\t\t\t\t\t\t\t<span class='e-n-accordion-item-title-icon'>\n\t\t\t<span class='e-opened' ><svg aria-hidden=\"true\" class=\"e-font-icon-svg e-fas-minus\" viewBox=\"0 0 448 512\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\"><path d=\"M416 208H32c-17.67 0-32 14.33-32 32v32c0 17.67 14.33 32 32 32h384c17.67 0 32-14.33 32-32v-32c0-17.67-14.33-32-32-32z\"><\/path><\/svg><\/span>\n\t\t\t<span class='e-closed'><svg aria-hidden=\"true\" class=\"e-font-icon-svg e-fas-plus\" viewBox=\"0 0 448 512\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\"><path d=\"M416 208H272V64c0-17.67-14.33-32-32-32h-32c-17.67 0-32 14.33-32 32v144H32c-17.67 0-32 14.33-32 32v32c0 17.67 14.33 32 32 32h144v144c0 17.67 14.33 32 32 32h32c17.67 0 32-14.33 32-32V304h144c17.67 0 32-14.33 32-32v-32c0-17.67-14.33-32-32-32z\"><\/path><\/svg><\/span>\n\t\t<\/span>\n\n\t\t\t\t\t\t<\/summary>\n\t\t\t\t<div role=\"region\" aria-labelledby=\"e-n-accordion-item-1093\" class=\"elementor-element elementor-element-35c2b685 e-flex e-con-boxed wpr-particle-no wpr-jarallax-no wpr-parallax-no wpr-sticky-section-no wpr-column-slider-no wpr-equal-height-no e-con e-child\" data-id=\"35c2b685\" data-element_type=\"container\" data-e-type=\"container\">\n\t\t\t\t\t<div class=\"e-con-inner\">\n\t\t<div role=\"region\" aria-labelledby=\"e-n-accordion-item-1093\" class=\"elementor-element elementor-element-6e260481 e-con-full e-flex wpr-particle-no wpr-jarallax-no wpr-parallax-no wpr-sticky-section-no wpr-column-slider-no wpr-equal-height-no e-con e-child\" data-id=\"6e260481\" data-element_type=\"container\" data-e-type=\"container\">\n\t\t\t\t<div class=\"elementor-element elementor-element-7471222c elementor-widget elementor-widget-text-editor\" data-id=\"7471222c\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"text-editor.default\">\n\t\t\t\t\t\t\t\t\t<p><span style=\"font-style: inherit; font-weight: inherit;\">The extent of the change is just as important as the timing. It is important to maintain the \u201csuccess DNA\u201d but ensure long-term success. Successful companies therefore avoid extremes.  <\/span><\/p><p class=\"MsoNormal\">They:<\/p><ul style=\"margin-top: 0cm;\" type=\"disc\"><li class=\"MsoNormal\">keep functioning structures stable<\/li><li class=\"MsoNormal\"><span lang=\"DE-AT\">adapt specifically where necessary. <\/span><\/li><li class=\"MsoNormal\"><span lang=\"DE-AT\">continuously develop their organization further <\/span><\/li><\/ul><p class=\"MsoNormal\"><b><span lang=\"DE-AT\">Change happens in an integrated way \u2013 not in isolation.<\/span><\/b><\/p><p class=\"MsoNormal\">That means:<\/p><ul style=\"margin-top: 0cm;\" type=\"disc\"><li class=\"MsoNormal\">no radical breaks unless absolutely necessary.<\/li><li class=\"MsoNormal\"><span lang=\"DE-AT\">no change for the sake of change <\/span><\/li><li class=\"MsoNormal\"><span lang=\"DE-AT\">but rather a logical consequence of the strategy<\/span><\/li><\/ul><p class=\"MsoNormal\"><span lang=\"DE-AT\"> <\/span><\/p><p class=\"MsoNormal\"><span lang=\"DE-AT\">Consequence:<\/span><\/p><ul style=\"margin-top: 0cm;\" type=\"disc\"><li><span style=\"font-style: inherit; font-weight: inherit;\">&#8220;Winning teams&#8221; need evolution, not revolution.<\/span><\/li><li class=\"MsoNormal\"><span lang=\"DE-AT\">Change is understood as development \u2013 \u200b\u200bnot as correction. <\/span><\/li><li class=\"MsoNormal\"><span lang=\"DE-AT\">Organizations remain flexible and adaptable. <\/span><\/li><\/ul>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/details>\n\t\t\t\t\t\t<details id=\"e-n-accordion-item-1094\" class=\"e-n-accordion-item\" >\n\t\t\t\t<summary class=\"e-n-accordion-item-title\" data-accordion-index=\"5\" tabindex=\"-1\" aria-expanded=\"false\" aria-controls=\"e-n-accordion-item-1094\" >\n\t\t\t\t\t<span class='e-n-accordion-item-title-header'><div class=\"e-n-accordion-item-title-text\"> 5. Organizational development as part of the strategy process <\/div><\/span>\n\t\t\t\t\t\t\t<span class='e-n-accordion-item-title-icon'>\n\t\t\t<span class='e-opened' ><svg aria-hidden=\"true\" class=\"e-font-icon-svg e-fas-minus\" viewBox=\"0 0 448 512\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\"><path d=\"M416 208H32c-17.67 0-32 14.33-32 32v32c0 17.67 14.33 32 32 32h384c17.67 0 32-14.33 32-32v-32c0-17.67-14.33-32-32-32z\"><\/path><\/svg><\/span>\n\t\t\t<span class='e-closed'><svg aria-hidden=\"true\" class=\"e-font-icon-svg e-fas-plus\" viewBox=\"0 0 448 512\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\"><path d=\"M416 208H272V64c0-17.67-14.33-32-32-32h-32c-17.67 0-32 14.33-32 32v144H32c-17.67 0-32 14.33-32 32v32c0 17.67 14.33 32 32 32h144v144c0 17.67 14.33 32 32 32h32c17.67 0 32-14.33 32-32V304h144c17.67 0 32-14.33 32-32v-32c0-17.67-14.33-32-32-32z\"><\/path><\/svg><\/span>\n\t\t<\/span>\n\n\t\t\t\t\t\t<\/summary>\n\t\t\t\t<div role=\"region\" aria-labelledby=\"e-n-accordion-item-1094\" class=\"elementor-element elementor-element-7007570c e-flex e-con-boxed wpr-particle-no wpr-jarallax-no wpr-parallax-no wpr-sticky-section-no wpr-column-slider-no wpr-equal-height-no e-con e-child\" data-id=\"7007570c\" data-element_type=\"container\" data-e-type=\"container\">\n\t\t\t\t\t<div class=\"e-con-inner\">\n\t\t<div role=\"region\" aria-labelledby=\"e-n-accordion-item-1094\" class=\"elementor-element elementor-element-81629a9 e-con-full e-flex wpr-particle-no wpr-jarallax-no wpr-parallax-no wpr-sticky-section-no wpr-column-slider-no wpr-equal-height-no e-con e-child\" data-id=\"81629a9\" data-element_type=\"container\" data-e-type=\"container\">\n\t\t\t\t<div class=\"elementor-element elementor-element-71d10606 elementor-widget elementor-widget-text-editor\" data-id=\"71d10606\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"text-editor.default\">\n\t\t\t\t\t\t\t\t\t<p><span lang=\"DE-AT\" style=\"font-style: inherit; font-weight: inherit;\">Organizational developments should always be part of an integrated strategy process and follow a clear logic (see also article on how to develop a successful strategy: <\/span><span lang=\"DE-AT\" style=\"font-style: inherit; font-weight: inherit; background-color: #503e3e; color: windowtext; text-decoration: none;\"><a href=\"https:\/\/cofitconsult.com\/en\/strategy-development-in-5-steps-explained-using-the-example-of-alpentech-gmbh\/\">https:\/\/cofitconsult.com\/strategieentwicklung-in-5-schritten-praxisbeispiel-fur-kmus\/<\/a><\/span><span lang=\"DE-AT\" style=\"font-style: inherit; font-weight: inherit;\">):<\/span><\/p><p style=\"text-indent: -18.0pt; mso-list: l0 level1 lfo3;\"> <\/p><ol><li><span lang=\"DE-AT\">Success factors define what is relevant in the long term. <\/span><\/li><li><span lang=\"DE-AT\" style=\"font-style: inherit; font-weight: inherit; text-indent: -18pt;\">Strategy translates these into concrete goals <\/span><\/li><li><span lang=\"DE-AT\" style=\"font-style: inherit; font-weight: inherit; text-indent: -18pt;\">The organization must enable this strategy. <\/span><\/li><li><span lang=\"DE-AT\" style=\"font-style: inherit; font-weight: inherit; text-indent: -18pt;\">Efficiency is the result of continuous optimization<\/span><\/li><\/ol><p><b><span lang=\"DE-AT\"> <\/span><\/b><\/p><p><b style=\"font-style: inherit;\"><span lang=\"DE-AT\">1. Starting point: Understanding success factors<\/span><\/b><\/p><p><span lang=\"DE-AT\">Question: <i>How do we earn money today \u2013 and how will we earn it tomorrow?<\/i><\/span><\/p><p>Typical changes:<\/p><ul style=\"margin-top: 0cm;\" type=\"disc\"><li>Market is shifting<\/li><li><span lang=\"DE-AT\">Competition is getting faster \/ new competitors<\/span><\/li><li>Profit margins are under pressure<\/li><\/ul><p><b><span lang=\"DE-AT\"> <\/span><\/b><\/p><p><b><span lang=\"DE-AT\">2. Derive a strategy:<\/span><\/b><\/p><p><span lang=\"DE-AT\">What does this mean specifically for:<\/span><\/p><ul style=\"margin-top: 0cm;\" type=\"disc\"><li>Growth<\/li><li>Efficiency<\/li><li>Speed<\/li><li>Customer requirements<\/li><\/ul><p><b><span lang=\"DE-AT\"> <\/span><\/b><\/p><p><b><span lang=\"DE-AT\">3. Reflect the strategy in the organization setup<\/span><\/b><\/p><p><span lang=\"DE-AT\">Now comes the crucial step: Does our organization still fit the strategy \u2013 and what needs to be adjusted?<\/span><\/p><p><b><span lang=\"DE-AT\"> <\/span><\/b><\/p><p><b style=\"font-style: inherit;\"><span lang=\"DE-AT\">4. Efficiency improvement<\/span><\/b><\/p><p><span lang=\"DE-AT\">New structures and processes must be continuously optimized.<\/span><span style=\"font-style: inherit; font-weight: inherit;\"> <\/span><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/details>\n\t\t\t\t\t\t<details id=\"e-n-accordion-item-1095\" class=\"e-n-accordion-item\" >\n\t\t\t\t<summary class=\"e-n-accordion-item-title\" data-accordion-index=\"6\" tabindex=\"-1\" aria-expanded=\"false\" aria-controls=\"e-n-accordion-item-1095\" >\n\t\t\t\t\t<span class='e-n-accordion-item-title-header'><div class=\"e-n-accordion-item-title-text\"> Conclusion <\/div><\/span>\n\t\t\t\t\t\t\t<span class='e-n-accordion-item-title-icon'>\n\t\t\t<span class='e-opened' ><svg aria-hidden=\"true\" class=\"e-font-icon-svg e-fas-minus\" viewBox=\"0 0 448 512\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\"><path d=\"M416 208H32c-17.67 0-32 14.33-32 32v32c0 17.67 14.33 32 32 32h384c17.67 0 32-14.33 32-32v-32c0-17.67-14.33-32-32-32z\"><\/path><\/svg><\/span>\n\t\t\t<span class='e-closed'><svg aria-hidden=\"true\" class=\"e-font-icon-svg e-fas-plus\" viewBox=\"0 0 448 512\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\"><path d=\"M416 208H272V64c0-17.67-14.33-32-32-32h-32c-17.67 0-32 14.33-32 32v144H32c-17.67 0-32 14.33-32 32v32c0 17.67 14.33 32 32 32h144v144c0 17.67 14.33 32 32 32h32c17.67 0 32-14.33 32-32V304h144c17.67 0 32-14.33 32-32v-32c0-17.67-14.33-32-32-32z\"><\/path><\/svg><\/span>\n\t\t<\/span>\n\n\t\t\t\t\t\t<\/summary>\n\t\t\t\t<div role=\"region\" aria-labelledby=\"e-n-accordion-item-1095\" class=\"elementor-element elementor-element-4cb2b92a e-flex e-con-boxed wpr-particle-no wpr-jarallax-no wpr-parallax-no wpr-sticky-section-no wpr-column-slider-no wpr-equal-height-no e-con e-child\" data-id=\"4cb2b92a\" data-element_type=\"container\" data-e-type=\"container\">\n\t\t\t\t\t<div class=\"e-con-inner\">\n\t\t\t\t<div class=\"elementor-element elementor-element-427e39f5 elementor-widget elementor-widget-text-editor\" data-id=\"427e39f5\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"text-editor.default\">\n\t\t\t\t\t\t\t\t\t<div> <\/div><p style=\"font-size: 16px; font-style: normal; font-weight: 400;\">Organizational development is not an end in itself. It is the consequence of changing success factors and strategic requirements. <\/p><p style=\"font-size: 16px; font-style: normal; font-weight: 400;\" data-start=\"580\" data-end=\"784\">Even successful strategies must be regularly reviewed and adapted to new circumstances. Stability and change are therefore not opposites \u2013 they are two sides of the same coin. <\/p><ul style=\"font-size: 16px; font-style: normal; font-weight: 400;\"><li style=\"font-size: 16px;\"><span lang=\"DE-AT\">Stability ensures today&#8217;s performance <\/span><span style=\"font-weight: inherit; text-indent: -18pt; font-variant: normal; font-size-adjust: none; font-language-override: normal; font-kerning: auto; font-optical-sizing: auto; font-feature-settings: normal; font-variation-settings: normal; font-stretch: normal; font-size: 7pt; line-height: normal; font-family: 'Times New Roman';\">     <\/span><\/li><li style=\"font-size: 16px;\">Change enables the future performance<\/li><\/ul><p style=\"font-size: 16px; font-style: normal; font-weight: 400;\"><span lang=\"DE-AT\">The challenge lies in balancing both.<\/span><\/p><p style=\"font-size: 16px; font-style: normal; font-weight: 400;\"><span lang=\"DE-AT\">This balance does not arise by chance, but through clear logic:<\/span><\/p><p style=\"font-size: 16px; font-style: normal; font-weight: 400;\"> <img decoding=\"async\" class=\"emoji\" role=\"img\" draggable=\"false\" src=\"https:\/\/s.w.org\/images\/core\/emoji\/17.0.2\/svg\/1f449.svg\" alt=\"\ud83d\udc49\"\/> <span style=\"font-weight: bold; font-style: inherit;\"><span lang=\"DE-AT\">Success factors \u2192 Strategy \u2192 Organization \u2192 <\/span><\/span><span style=\"font-weight: bold; font-style: inherit;\"><span lang=\"DE-AT\">Efficiency<\/span><\/span><\/p><p style=\"font-size: 16px; font-style: normal; font-weight: 400;\" data-start=\"1093\" data-end=\"1229\">Changes derived from this logic will occur neither too early nor too late \u2013 and not more drastically than necessary.<\/p><p style=\"font-size: 16px; font-style: normal; font-weight: 400;\" data-start=\"1231\" data-end=\"1420\">If this doesn&#8217;t happen, the pressure to adapt will sooner or later come from the market, from customers, or from the competition. Companies lose the ability to shape the future and can only react. <\/p><p style=\"font-size: 16px; font-style: normal; font-weight: 400;\" data-start=\"1422\" data-end=\"1542\"><span style=\"font-weight: bolder;\" data-start=\"1422\" data-end=\"1542\">Successful companies don&#8217;t change because they have to. They change while they still have a choice. <\/span><\/p><p style=\"font-size: 16px; font-style: normal; font-weight: 400;\" data-start=\"1544\" data-end=\"1713\">The task of managers is therefore not only to secure today&#8217;s success, but also to recognize the next challenges and opportunities early on.<\/p><p style=\"font-size: 16px; font-style: normal; font-weight: 400;\" data-start=\"1715\" data-end=\"1848\"><img decoding=\"async\" class=\"emoji\" role=\"img\" draggable=\"false\" src=\"https:\/\/s.w.org\/images\/core\/emoji\/17.0.2\/svg\/1f449.svg\" alt=\"\ud83d\udc49\"> <span style=\"font-weight: bolder;\" data-start=\"1718\" data-end=\"1848\">Winning teams need evolution, not revolution. Those who don&#8217;t evolve will eventually be forced to do so by the market. <\/span><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/details>\n\t\t\t\t\t<\/div>\n\t\t\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t<div class=\"elementor-element elementor-element-1f931e2b e-flex e-con-boxed wpr-particle-no wpr-jarallax-no wpr-parallax-no wpr-sticky-section-no wpr-column-slider-no wpr-equal-height-no e-con e-parent\" data-id=\"1f931e2b\" data-element_type=\"container\" data-e-type=\"container\" data-settings=\"{&quot;background_background&quot;:&quot;classic&quot;}\">\n\t\t\t\t\t<div class=\"e-con-inner\">\n\t\t<div class=\"elementor-element elementor-element-66249fbe e-con-full e-flex wpr-particle-no wpr-jarallax-no wpr-parallax-no wpr-sticky-section-no wpr-column-slider-no wpr-equal-height-no e-con e-child\" data-id=\"66249fbe\" data-element_type=\"container\" data-e-type=\"container\" data-settings=\"{&quot;background_background&quot;:&quot;classic&quot;}\">\n\t\t\t\t<div class=\"elementor-element elementor-element-7072d27f elementor-widget__width-initial elementor-widget elementor-widget-elementskit-heading\" data-id=\"7072d27f\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"elementskit-heading.default\">\n\t\t\t\t\t<div class=\"ekit-wid-con\" ><div class=\"ekit-heading elementskit-section-title-wraper text_left   ekit_heading_tablet-   ekit_heading_mobile-\"><h3 class=\"elementskit-section-subtitle  \">\n\t\t\t\t\t\t\ud83d\udc49 Take Action Now:\n\t\t\t\t\t<\/h3><h2 class=\"ekit-heading--title elementskit-section-title \">In which stage is your company?<\/h2>\t\t\t\t<div class='ekit-heading__description'>\n\t\t\t\t\t<p>Are you holding on to a \u201cwinning team\u201d for too long \u2013 or are you already preparing for the next challenges?<br \/>Contact us to discuss how you can implement organizational changes strategically and effectively.<\/p>\n\t\t\t\t<\/div>\n\t\t\t<\/div><\/div>\t\t\t\t<\/div>\n\t\t\t\t<div class=\"elementor-element elementor-element-2734dbed elementor-align-center elementor-widget__width-initial e-transform e-transform elementor-invisible elementor-widget elementor-widget-button\" data-id=\"2734dbed\" data-element_type=\"widget\" data-e-type=\"widget\" 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data-widget_type=\"button.default\">\n\t\t\t\t\t\t\t\t\t\t<a class=\"elementor-button elementor-button-link elementor-size-sm elementor-animation-grow\" href=\"https:\/\/cofitconsult.com\/kontakt\/\">\n\t\t\t\t\t\t<span class=\"elementor-button-content-wrapper\">\n\t\t\t\t\t\t<span class=\"elementor-button-icon\">\n\t\t\t\t<svg aria-hidden=\"true\" class=\"e-font-icon-svg e-fas-arrow-alt-circle-right\" viewBox=\"0 0 512 512\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\"><path d=\"M256 8c137 0 248 111 248 248S393 504 256 504 8 393 8 256 119 8 256 8zM140 300h116v70.9c0 10.7 13 16.1 20.5 8.5l114.3-114.9c4.7-4.7 4.7-12.2 0-16.9l-114.3-115c-7.6-7.6-20.5-2.2-20.5 8.5V212H140c-6.6 0-12 5.4-12 12v64c0 6.6 5.4 12 12 12z\"><\/path><\/svg>\t\t\t<\/span>\n\t\t\t\t\t\t\t\t\t<span class=\"elementor-button-text\">Contact<\/span>\n\t\t\t\t\t<\/span>\n\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<div class=\"elementor-element elementor-element-1a8c23b2 elementor-widget elementor-widget-heading\" data-id=\"1a8c23b2\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"heading.default\">\n\t\t\t\t\t<h2 class=\"elementor-heading-title elementor-size-default\">Full article:<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<div class=\"elementor-element elementor-element-710505f9 elementor-widget elementor-widget-text-editor\" data-id=\"710505f9\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"text-editor.default\">\n\t\t\t\t\t\t\t\t\t<div align=\"center\">&nbsp;<\/div>\n<div style=\"text-align: center;\" align=\"center\"><span style=\"font-size: 1rem; text-align: start;\">&nbsp;<\/span><\/div>\n<p style=\"font-size: 16px; font-style: normal; font-weight: 400;\"><span style=\"font-size: 1rem;\">Why stability and change are not a contradiction \u2013 but a leadership task<\/span><\/p>\n<p style=\"font-size: 16px; font-style: normal; font-weight: 400;\">The conflict between &#8220;<span style=\"font-weight: bolder;\">Never change a winning team<\/span>&#8221; and &#8220;<span style=\"font-weight: bolder;\">What got us here won&#8217;t get us there<\/span>&#8221; is one of the biggest dilemmas in business management. There are many examples in which change has worsened the situation, e.g. Lopez effect (quality problems due to excessive savings) at Opel with lasting damage to the brand reputation. <\/p>\n<p>&nbsp;Is &#8220;Never change a winning team&#8221; therefore the solution? &nbsp;What if this very attitude is jeopardizing your company in the long run? How can you tell if your &#8220;winning team&#8221; is actually on the verge of falling behind? When is the right time for change, and what kind of change makes sense?  <\/p>\n<div style=\"text-align: center;\" align=\"center\">\n<hr align=\"center\" size=\"2\" width=\"100%\">\n<\/div>\n<p><b><span lang=\"DE-AT\">&nbsp;<\/span><\/b><\/p>\n<p><b><span lang=\"DE-AT\">1. Never &nbsp;change a winning team!<\/span><\/b><\/p>\n<p style=\"font-size: 16px; font-style: normal; font-weight: 400;\"><span lang=\"DE-AT\">Stability is the foundation of every successful organization. <\/span>Well-established teams work very efficiently and reliably. Processes run smoothly and are optimized. <\/p>\n<p style=\"font-size: 16px; font-style: normal; font-weight: 400;\">Stability is only beneficial as long as it meets current requirements. Especially in successful organizations, this also leads to high risks such as: <\/p>\n<ul style=\"font-size: 16px; font-style: normal; font-weight: 400;\">\n<li style=\"font-size: 16px;\"><span style=\"font-weight: bold;\">Arrogance<\/span>: Teams bask in their success, miss out on innovations, and underestimate their competitors.<\/li>\n<li style=\"font-size: 16px;\"><span style=\"font-weight: bold;\">Blindness to external changes<\/span>: <span lang=\"DE-AT\">Markets, technologies and customer needs continue to evolve \u2013 those who don&#8217;t keep up get left behind.<\/span><\/li>\n<\/ul>\n<p style=\"font-size: 16px; font-style: normal; font-weight: 400;\">A good example of this is Nokia: As the market leader in the mobile communications sector, they overlooked the impact of the smartphone on their business model.<\/p>\n<p style=\"font-size: 16px; font-style: normal; font-weight: 400;\">However, yesterday&#8217;s success is no guarantee of tomorrow&#8217;s success. That&#8217;s precisely why stability alone is not enough. <\/p>\n<p style=\"font-size: 16px; font-style: normal; font-weight: 400;\"><span style=\"font-weight: bolder;\">Always ask yourself this question:<br><\/span><\/p>\n<p><em>&#8220;Is my organization still a good fit, or what changes are necessary to maintain or improve my position?&#8221;&nbsp;<\/em><\/p>\n<div style=\"text-align: center;\" align=\"center\">\n<hr align=\"center\" size=\"2\" width=\"100%\">\n<\/div>\n<p><b><span lang=\"DE-AT\">&nbsp;<\/span><\/b><\/p>\n<p><b><span lang=\"DE-AT\">2. What brought us here won&#8217;t get us there!<\/span><\/b><\/p>\n<p data-start=\"183\" data-end=\"322\">Change is not a passing fad, nor is it an self-serving purpose. It becomes necessary because a company&#8217;s environment is constantly changing. <\/p>\n<p data-start=\"324\" data-end=\"498\">Many organizations fail not because they are bad, but because they cling for too long to a successful model that originated under different circumstances.<\/p>\n<p data-start=\"500\" data-end=\"522\"><strong data-start=\"500\" data-end=\"522\">Reasons for change:<\/strong><\/p>\n<ul data-start=\"524\" data-end=\"1109\">\n<li data-section-id=\"1rqrwug\" data-start=\"524\" data-end=\"617\"><strong data-start=\"526\" data-end=\"561\">Changing customer requirements: <\/strong>What convinces today may already be standard tomorrow.<\/li>\n<li data-section-id=\"1x1e2d1\" data-start=\"618\" data-end=\"725\"><strong data-start=\"620\" data-end=\"652\">Technological progress:<\/strong> Digitization and AI are changing business models and competition rules.<\/li>\n<li data-section-id=\"1qy1uw1\" data-start=\"726\" data-end=\"858\"><strong data-start=\"728\" data-end=\"758\">Company growth:<\/strong> Structures that work with 50 employees often reach their limits with 500 employees.<\/li>\n<li data-section-id=\"c5m4in\" data-start=\"859\" data-end=\"968\"><strong data-start=\"861\" data-end=\"883\">New competitors:<\/strong> New market entrants are often faster and more flexible than established companies.<\/li>\n<li data-section-id=\"7xyixv\" data-start=\"969\" data-end=\"1109\"><strong data-start=\"971\" data-end=\"1004\">Regulatory changes:<\/strong> New laws, sustainability requirements, or geopolitical developments increase the pressure to adapt.<\/li>\n<\/ul>\n<p data-start=\"1111\" data-end=\"1240\"><strong data-start=\"1111\" data-end=\"1240\">The actual risk is therefore often not the change itself, but the assumption that the environment will not change.<\/strong><\/p>\n<p data-start=\"1242\" data-end=\"1359\">Example: Amazon has reinvented itself again and again &#8211; from an online bookstore to a technology and cloud company.<\/p>\n<p data-start=\"322\" data-end=\"466\">The developments mentioned often make adjustments unavoidable. However, not every change automatically leads to better results. <\/p>\n<p data-start=\"471\" data-end=\"731\">Many companies correctly recognize the need for change, but fail to implement it. The desire for improvement alone does not guarantee success. Change can involve significant risks and jeopardize existing strengths.  <\/p>\n<p style=\"font-size: 16px; font-style: normal; font-weight: 400;\"><span style=\"font-weight: bold;\">Risks of change:<\/span><\/p>\n<ul style=\"font-size: 16px; font-style: normal; font-weight: 400; margin-top: 0cm;\" type=\"disc\">\n<li style=\"font-size: 16px;\"><span style=\"font-weight: bold;\"><span lang=\"DE-AT\">Temporary drop in performance:<\/span><\/span> <span lang=\"DE-AT\">Roles are unclear, processes do not run smoothly, decision-making processes need to be re-established.<\/span><\/li>\n<li style=\"font-size: 16px;\"><span style=\"font-weight: bold;\"><span lang=\"DE-AT\">Uncertainty and loss of motivation:<\/span><\/span> <span lang=\"DE-AT\">Employees lose their orientation, fear loss of power or job change, and &#8220;informal structures&#8221; are disrupted.<\/span><\/li>\n<li style=\"font-size: 16px;\"><span style=\"font-weight: bold;\"><span lang=\"DE-AT\">Loss of know-how: <\/span><\/span><span lang=\"DE-AT\">Key people leave or withdraw, implicit knowledge is lost.<\/span><\/li>\n<li style=\"font-size: 16px;\"><span style=\"font-weight: bold;\"><span lang=\"DE-AT\">Loss of focus in day-to-day business: <\/span><\/span><span lang=\"DE-AT\">Reorganization ties up management capacity, while operational issues suffer (customers, quality, cash flow and market position).<\/span><\/li>\n<li style=\"font-size: 16px;\"><span style=\"font-weight: bold;\"><span lang=\"DE-AT\">Organizational design without strategy:<\/span><\/span> <span lang=\"DE-AT\">Structure is changed, but strategy is unclear.<\/span><\/li>\n<li style=\"font-size: 16px;\"><span style=\"font-weight: bold;\"><span lang=\"DE-AT\">Overcomplexity: <\/span><\/span><span lang=\"DE-AT\">A new structure is supposed to solve everything. The risk lies in too many levels, new interfaces, and more coordination instead of less. Processes become more complex and decisions take longer.<\/span><\/li>\n<li style=\"font-size: 16px;\"><span style=\"font-weight: bold;\"><span lang=\"DE-AT\">High costs: <\/span><\/span><span lang=\"DE-AT\">High external and internal costs. Internal implementation costs, in particular, are often massively underestimated.<\/span><\/li>\n<li style=\"font-size: 16px;\"><span style=\"font-weight: bold;\"><span lang=\"DE-AT\">Cultural shift: <\/span><\/span><span lang=\"DE-AT\">Established teams and processes are broken up. Trust is lost.<\/span><\/li>\n<\/ul>\n<p><span lang=\"DE-AT\" style=\"font-style: inherit; font-weight: inherit;\">Example: <\/span><span style=\"font-style: inherit; font-weight: inherit;\">At Volkswagen Group, the pooling of software expertise led to more complexity instead of clarity.<\/span><em style=\"font-weight: inherit;\">&nbsp;<\/em><\/p>\n<div style=\"text-align: center;\" align=\"center\">\n<hr align=\"center\" size=\"2\" width=\"100%\">\n<\/div>\n<p><b><span lang=\"DE-AT\">&nbsp;<\/span><\/b><\/p>\n<p><b><span lang=\"DE-AT\">3. The optimal timing &#8211; the real leadership task<\/span><\/b><\/p>\n<p style=\"font-size: 16px; font-style: normal; font-weight: 400; line-height: normal;\"><span lang=\"DE-AT\">The central question is not <i>whether <\/i>you should change &#8211; but when and to what extent. Most companies change either too late or too much. Successful companies change early and in a targeted manner. <\/span><\/p>\n<p style=\"font-size: 16px; font-style: normal; font-weight: 400;\"><span lang=\"DE-AT\">The optimal timing is not a matter of intuition, but rather a comparison of strategy, organization, and initial operational signals. Successful companies: <\/span><\/p>\n<ul style=\"margin-top: 0cm;\" type=\"disc\">\n<li style=\"list-style-type: none;\">\n<ul style=\"margin-top: 0cm;\" type=\"disc\">\n<li style=\"list-style-type: none;\">\n<ul style=\"font-size: 16px; font-style: normal; font-weight: 400;\">\n<li style=\"font-size: 16px;\"><span lang=\"DE-AT\" style=\"font-style: inherit; font-weight: inherit; text-indent: -18pt; font-family: Symbol;\"><span style=\"font-variant: normal; font-size-adjust: none; font-language-override: normal; font-kerning: auto; font-optical-sizing: auto; font-feature-settings: normal; font-variation-settings: normal; font-stretch: normal; font-size: 7pt; line-height: normal; font-family: 'Times New Roman';\">&nbsp;<\/span><\/span><span lang=\"DE-AT\" style=\"font-style: inherit; font-weight: inherit; text-indent: -18pt;\">don&#8217;t wait for crises<\/span><\/li>\n<li style=\"font-size: 16px;\"><span lang=\"DE-AT\" style=\"font-style: inherit; font-weight: inherit; text-indent: -18pt;\">do not react hastily<\/span><\/li>\n<li style=\"font-size: 16px;\">but adapt early and gradually<\/li>\n<\/ul>\n<\/li>\n<\/ul>\n<\/li>\n<\/ul>\n<p style=\"font-size: 16px; font-style: normal; font-weight: 400; line-height: normal;\"><span lang=\"DE-AT\">&nbsp;The following should be noted:<\/span><\/p>\n<ul style=\"margin-top: 0cm;\" type=\"disc\">\n<li style=\"list-style-type: none;\">\n<ul style=\"margin-top: 0cm;\" type=\"disc\">\n<li style=\"list-style-type: none;\">\n<ul style=\"font-size: 16px; font-style: normal; font-weight: 400; margin-top: 0cm;\" type=\"disc\">\n<li style=\"font-size: 16px;\"><span style=\"font-weight: bold;\"><span lang=\"DE-AT\">Change too soon:<\/span><\/span> <span lang=\"DE-AT\">Unrest and inefficiency without a real need for action<\/span><\/li>\n<li style=\"font-size: 16px;\"><span style=\"font-weight: bold;\"><span lang=\"DE-AT\">Change too late: <\/span><\/span><span lang=\"DE-AT\">the market has already shifted. One can only react instead of shaping the future.<\/span><\/li>\n<\/ul>\n<\/li>\n<\/ul>\n<\/li>\n<\/ul>\n<p style=\"font-size: 16px; font-style: normal; font-weight: 400;\"><span lang=\"DE-AT\">&nbsp;<\/span><\/p>\n<p style=\"font-size: 16px; font-style: normal; font-weight: 400;\"><span lang=\"DE-AT\">The right time for change is not when problems become obvious, but when the first early indicators become apparent:<\/span><\/p>\n<p style=\"font-size: 16px; font-style: normal; font-weight: 400;\"><span style=\"font-weight: bold;\">Operational signals<\/span><\/p>\n<ul style=\"margin-top: 0cm;\" type=\"disc\">\n<li style=\"list-style-type: none;\">\n<ul style=\"margin-top: 0cm;\" type=\"disc\">\n<li style=\"list-style-type: none;\">\n<ul style=\"font-size: 16px; font-style: normal; font-weight: 400; margin-top: 0cm;\" type=\"disc\">\n<li style=\"font-size: 16px;\">Decisions take longer<\/li>\n<li style=\"font-size: 16px;\">Alignment is increasing<\/li>\n<li style=\"font-size: 16px;\"><span lang=\"DE-AT\">Too many (ad-hoc) meetings, too little output<\/span><\/li>\n<li style=\"font-size: 16px;\">Unclear responsibilities regarding new topics<\/li>\n<\/ul>\n<\/li>\n<\/ul>\n<\/li>\n<\/ul>\n<p style=\"font-size: 16px; font-style: normal; font-weight: 400;\"><span style=\"font-weight: bold;\">Financial signals<\/span><\/p>\n<ul style=\"margin-top: 0cm;\" type=\"disc\">\n<li style=\"list-style-type: none;\">\n<ul style=\"margin-top: 0cm;\" type=\"disc\">\n<li style=\"list-style-type: none;\">\n<ul style=\"font-size: 16px; font-style: normal; font-weight: 400; margin-top: 0cm;\" type=\"disc\">\n<li style=\"font-size: 16px;\"><span lang=\"DE-AT\">Revenue is growing, but profitability is stagnating\/decreasing.<\/span><\/li>\n<li style=\"font-size: 16px;\">Rising overhead costs<\/li>\n<li style=\"font-size: 16px;\">Declining operating cash flows<\/li>\n<\/ul>\n<\/li>\n<\/ul>\n<\/li>\n<\/ul>\n<p style=\"font-size: 16px; font-style: normal; font-weight: 400;\"><span style=\"font-weight: bold;\">Strategic signals<\/span><\/p>\n<ul style=\"margin-top: 0cm;\" type=\"disc\">\n<li style=\"list-style-type: none;\">\n<ul style=\"margin-top: 0cm;\" type=\"disc\">\n<li style=\"list-style-type: none;\">\n<ul style=\"font-size: 16px; font-style: normal; font-weight: 400; margin-top: 0cm;\" type=\"disc\">\n<li style=\"font-size: 16px;\"><span lang=\"DE-AT\">New initiatives are not progressing.<\/span><\/li>\n<li style=\"font-size: 16px;\">Time-to-market is slowing down.<\/li>\n<li style=\"font-size: 16px;\">Competitors are acting faster and more efficiently<\/li>\n<li style=\"font-size: 16px;\"><span lang=\"DE-AT\">Targets are systematically missed.<\/span><\/li>\n<\/ul>\n<\/li>\n<\/ul>\n<\/li>\n<\/ul>\n<p style=\"font-size: 16px; font-style: normal; font-weight: 400; margin: 0px 0px 1.6em 36pt;\"><span lang=\"DE-AT\">&nbsp;<\/span><\/p>\n<p style=\"font-size: 16px; font-style: normal; font-weight: 400;\"><span style=\"font-weight: bold;\"><span lang=\"DE-AT\">Ask yourself the following key questions:<\/span><\/span><\/p>\n<ul style=\"margin-top: 0cm;\" type=\"disc\">\n<li style=\"list-style-type: none;\">\n<ul style=\"font-size: 16px; font-style: normal; font-weight: 400; margin-top: 0cm;\" type=\"disc\">\n<li style=\"font-size: 16px;\"><span lang=\"DE-AT\">Are we still in line with our long-term strategy?<\/span><\/li>\n<li style=\"font-size: 16px;\"><span lang=\"DE-AT\">Does our organization still fit the company and\/or market environment?<\/span><\/li>\n<li style=\"font-size: 16px;\"><span lang=\"DE-AT\">Do we have the right skills and structures for the future?<\/span><\/li>\n<li style=\"font-size: 16px;\"><span lang=\"DE-AT\">Are we adapting faster or slower than our competitors?<\/span><\/li>\n<\/ul>\n<\/li>\n<\/ul>\n<div style=\"text-align: center;\" align=\"center\">\n<hr align=\"center\" size=\"2\" width=\"100%\">\n<\/div>\n<p><b><span lang=\"DE-AT\">&nbsp;<\/span><\/b><\/p>\n<p><b><span lang=\"DE-AT\">4. How much change is right \u2013 evolution instead of revolution!<\/span><\/b><\/p>\n<p style=\"font-size: 16px; font-style: normal; font-weight: 400;\"><span lang=\"DE-AT\">The extent of the change is just as important as the timing. It is important to maintain the \u201csuccess DNA\u201d but ensure long-term success. Successful companies therefore avoid extremes.  <\/span><\/p>\n<p style=\"font-size: 16px; font-style: normal; font-weight: 400;\">They:<\/p>\n<ul style=\"font-size: 16px; font-style: normal; font-weight: 400; margin-top: 0cm;\" type=\"disc\">\n<li style=\"font-size: 16px;\">keep functioning structures stable<\/li>\n<li style=\"font-size: 16px;\"><span lang=\"DE-AT\">adapt specifically where necessary<\/span><\/li>\n<li style=\"font-size: 16px;\"><span lang=\"DE-AT\">continuously develop their organization further<\/span><\/li>\n<\/ul>\n<p style=\"font-size: 16px; font-style: normal; font-weight: 400;\"><span style=\"font-weight: bold;\"><span lang=\"DE-AT\">Change happens in an integrated way \u2013 not in isolation.<\/span><\/span><\/p>\n<p style=\"font-size: 16px; font-style: normal; font-weight: 400;\">That means:<\/p>\n<ul style=\"font-size: 16px; font-style: normal; font-weight: 400; margin-top: 0cm;\" type=\"disc\">\n<li style=\"font-size: 16px;\">no radical breaks unless absolutely necessary.<\/li>\n<li style=\"font-size: 16px;\"><span lang=\"DE-AT\">no change for the sake of change<\/span><\/li>\n<li style=\"font-size: 16px;\"><span lang=\"DE-AT\">but rather a logical consequence of the strategy<\/span><\/li>\n<\/ul>\n<p style=\"font-size: 16px; font-style: normal; font-weight: 400;\"><span lang=\"DE-AT\">&nbsp;<\/span><\/p>\n<p style=\"font-size: 16px; font-style: normal; font-weight: 400;\"><span lang=\"DE-AT\">Consequence:<\/span><\/p>\n<ul style=\"font-size: 16px; font-style: normal; font-weight: 400; margin-top: 0cm;\" type=\"disc\">\n<li style=\"font-size: 16px;\"><span lang=\"DE-AT\">&#8220;Winning teams&#8221; need evolution, not revolution.<\/span><\/li>\n<li style=\"font-size: 16px;\"><span lang=\"DE-AT\">Change is understood as development \u2013 \u200b\u200bnot as correction.<\/span><\/li>\n<li style=\"font-size: 16px;\"><span lang=\"DE-AT\">Organizations remain flexible and adaptable.&nbsp;<\/span><\/li>\n<\/ul>\n<div style=\"text-align: center;\" align=\"center\">\n<hr align=\"center\" size=\"2\" width=\"100%\">\n<\/div>\n<p><b style=\"font-style: inherit;\"><span lang=\"DE-AT\">&nbsp;<\/span><\/b><\/p>\n<p><b style=\"font-style: inherit;\">5. Organizational development<\/b>&nbsp; <b style=\"font-style: inherit;\"><span lang=\"DE-AT\">as an integrated part of the strategy process<\/span><\/b><\/p>\n<p><span lang=\"DE-AT\">Organizational developments should always be part of an integrated strategy process and follow a clear logic (see also article on how to develop a successful strategy:<\/span>&nbsp;<a href=\"https:\/\/cofitconsult.com\/en\/strategy-development-in-5-steps-explained-using-the-example-of-alpentech-gmbh\/\"><span lang=\"DE-AT\" style=\"color: windowtext; mso-ansi-language: DE-AT; text-decoration: none; text-underline: none;\">https:\/\/cofitconsult.com\/strategieentwicklung-in-5-schritten-praxisbeispiel-fur-kmus\/<\/span><\/a><span lang=\"DE-AT\">):<\/span><\/p>\n<ol>\n<li><span lang=\"DE-AT\">Success factors define what is relevant in the long term.&nbsp;<\/span><\/li>\n<li>Strategy translates these into concrete goals&nbsp;<\/li>\n<li><span lang=\"DE-AT\" style=\"font-style: inherit; font-weight: inherit; text-indent: -18pt;\">The organization must enable this strategy<\/span>&nbsp;&nbsp;<\/li>\n<li><span lang=\"DE-AT\" style=\"font-style: inherit; font-weight: inherit; text-indent: -18pt;\">Efficiency is the result of continuous optimization.<\/span>&nbsp;<\/li>\n<\/ol>\n<p><b><span lang=\"DE-AT\">&nbsp;<\/span><\/b><\/p>\n<p><b><span lang=\"DE-AT\">1.&nbsp; Starting point: Understanding success factors<\/span><\/b><\/p>\n<p><span lang=\"DE-AT\">Question: <i>How &nbsp;do we earn money today \u2013 and how will we earn it tomorrow?<\/i><\/span><\/p>\n<p>Typical changes:<\/p>\n<ul style=\"margin-top: 0cm;\" type=\"disc\">\n<li>Market is shifting<\/li>\n<li><span lang=\"DE-AT\">Competition is getting faster \/ new competitors<\/span><\/li>\n<li>Margins are under pressure<\/li>\n<\/ul>\n<p><b><span lang=\"DE-AT\">&nbsp;<\/span><\/b><\/p>\n<p><b><span lang=\"DE-AT\">2. &nbsp;Derive a strategy<\/span><\/b><\/p>\n<p><span lang=\"DE-AT\">What does this mean specifically for:<\/span><\/p>\n<ul style=\"margin-top: 0cm;\" type=\"disc\">\n<li>Growth<\/li>\n<li>Efficiency<\/li>\n<li>Speed<\/li>\n<li>Customer requirements<\/li>\n<\/ul>\n<p><b><span lang=\"DE-AT\">&nbsp;<\/span><\/b><\/p>\n<p><b><span lang=\"DE-AT\">3.&nbsp;Reflect the requirements in the target organizational setup<\/span><\/b><\/p>\n<p><span lang=\"DE-AT\">Now comes the crucial step: Does our organization still fit the strategy \u2013 and what needs to be adapted?<\/span><\/p>\n<p><b><span lang=\"DE-AT\">&nbsp;<\/span><\/b><\/p>\n<p><b><span lang=\"DE-AT\">4. Efficiency improvement<\/span><\/b><\/p>\n<p><span lang=\"DE-AT\">New structures and processes must be continuously optimized.<\/span><\/p>\n<p><span lang=\"DE-AT\">&nbsp;<\/span><\/p>\n<div style=\"text-align: center;\" align=\"center\">\n<hr align=\"center\" size=\"2\" width=\"100%\">\n<\/div>\n<p><b><span lang=\"DE-AT\">&nbsp;<\/span><\/b><\/p>\n<p><b><span lang=\"DE-AT\">Conclusion:<\/span><\/b><\/p>\n<p data-start=\"444\" data-end=\"578\">Organizational development is not an end in itself. It is the consequence of changing success factors and strategic requirements. <\/p>\n<p data-start=\"580\" data-end=\"784\">Even successful strategies must be regularly reviewed and adapted to new circumstances. Stability and change are therefore not opposites \u2013 they are two sides of the same coin. <\/p>\n<ul>\n<li><span lang=\"DE-AT\">Stability ensures today&#8217;s performance&nbsp;<\/span><span style=\"font-weight: inherit; text-indent: -18pt; font-variant: normal; font-size-adjust: none; font-language-override: normal; font-kerning: auto; font-optical-sizing: auto; font-feature-settings: normal; font-variation-settings: normal; font-stretch: normal; font-size: 7pt; line-height: normal; font-family: 'Times New Roman';\">&nbsp; &nbsp; &nbsp;<\/span><\/li>\n<li>Change enables the future<\/li>\n<\/ul>\n<p><span lang=\"DE-AT\">The challenge lies in balancing both.<\/span><\/p>\n<p><span lang=\"DE-AT\">This balance does not arise by chance, but through a clear logic:<\/span><\/p>\n<p><b style=\"font-style: inherit;\"><span lang=\"DE-AT\">&nbsp;<\/span><\/b><img decoding=\"async\" class=\"emoji\" style=\"background-color: #503e3e; font-size: 1rem;\" role=\"img\" draggable=\"false\" src=\"https:\/\/s.w.org\/images\/core\/emoji\/17.0.2\/svg\/1f449.svg\" alt=\"\ud83d\udc49\">&nbsp;<b style=\"font-style: inherit;\">Success factors \u2192 Strategy \u2192 Organization <\/b>\u2192 <b style=\"font-style: inherit;\">Efficiency<\/b><\/p>\n<p data-start=\"1093\" data-end=\"1229\">Changes derived from this logic will occur neither too early nor too late \u2013 and not more drastically than necessary.<\/p>\n<p data-start=\"1231\" data-end=\"1420\">If this doesn&#8217;t happen, the pressure to adapt will sooner or later come from the market, from customers, or from the competition. Companies lose the ability to shape the future and can only react. <\/p>\n<p data-start=\"1422\" data-end=\"1542\"><strong data-start=\"1422\" data-end=\"1542\">Successful companies don&#8217;t change because they have to. They change while they still have a choice. <\/strong><\/p>\n<p data-start=\"1544\" data-end=\"1713\">The task of managers is therefore not only to secure today&#8217;s success, but also to recognize the next challenges and opportunities early on.<\/p>\n<p data-start=\"1715\" data-end=\"1848\">&nbsp;<img decoding=\"async\" class=\"emoji\" style=\"background-color: #503e3e; font-size: 1rem;\" role=\"img\" draggable=\"false\" src=\"https:\/\/s.w.org\/images\/core\/emoji\/17.0.2\/svg\/1f449.svg\" alt=\"\ud83d\udc49\">&nbsp;<strong style=\"font-style: inherit;\" data-start=\"1718\" data-end=\"1848\">Winning teams need evolution, not revolution. Those who don&#8217;t evolve will eventually be forced to do so by the market. &nbsp;<\/strong><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t","protected":false},"excerpt":{"rendered":"<p>Never change a winning team? Why stability and change are not a contradiction \u2013 but a leadership task The conflict between &#8220;Never change a winning team&#8221; and &#8220;What got us here won&#8217;t get us there&#8221; is one of the biggest dilemmas in business management. There are many examples in which change has worsened the situation, e.g. Lopez effect (quality problems due to excessive savings) at Opel with lasting damage to the brand reputation. Is \u201cNever change a winning team\u201d the solution? What if exactly this attitude endangers your company in the long term? How do you know if your \u201cwinning team\u201d is actually on the verge of losing touch? When is the right time for change and which change makes sense? 1. Never change a winning team! Stability is the foundation of every successful organization. Well-established teams work very efficiently and reliably. Processes run smoothly and are optimized. Stability is only beneficial as long as it meets current requirements. Especially in successful organizations, this also leads to high risks such as: Arrogance: Teams bask in their success, miss out on innovations, and underestimate their competitors. Blindness to external changes: Markets, technologies and customer needs continue to evolve \u2013 those who don&#8217;t keep up get left behind. A good example of this is Nokia: As the market leader in the mobile communications sector, they overlooked the impact of the smartphone on their business model. Always ask yourself the question:\u201cDoes my organization still fit or what changes are necessary to maintain or improve my position?\u201d 2. What brought us here won&#8217;t get us there! Change is not a passing fad, nor is it an self-serving purpose. It becomes necessary because a company&#8217;s environment is constantly changing. Many organizations fail not because they are bad, but because they cling for too long to a successful model that originated under different circumstances. Reasons for change: Changing customer requirements: What convinces today may already be standard tomorrow. Technological progress: Digitization and AI are changing business models and competition rules. Company growth: Structures that work with 50 employees often reach their limits with 500 employees. New competitors: New market entrants are often faster and more flexible than established companies. Regulatory changes: New laws, sustainability requirements, or geopolitical developments increase the pressure to adapt. The actual risk is therefore often not the change itself, but the assumption that the environment will not change. Example: Amazon has reinvented itself again and again &#8211; from an online bookstore to a technology and cloud company. The developments mentioned often make adjustments unavoidable. However, not every change automatically leads to better results. Many companies correctly recognize the need for change, but fail to implement it. The desire for improvement alone does not guarantee success. Change can involve significant risks and jeopardize existing strengths. Risks of change: Temporary drop in performance: Roles are unclear, processes do not run smoothly, decision-making processes need to be re-established. Uncertainty and loss of motivation: Employees lose their orientation, fear loss of power or job change, and &#8222;informal structures&#8220; are disrupted. Loss of know-how: Key people leave or withdraw, implicit knowledge is lost. Loss of focus in day-to-day business: Reorganization ties up management capacity, while operational issues suffer (customers, quality, cash flow and market position). Organizational design without strategy: Structure is changed, but strategy is unclear. Overcomplexity: A new structure is supposed to solve everything. The risk lies in too many levels, new interfaces, and more coordination instead of less. Processes become more complex and decisions take longer. High costs: High external and internal costs. Internal implementation costs, in particular, are often massively underestimated. Cultural shift: Established teams and processes are broken up. Trust is lost. Example: At Volkswagen Group, the pooling of software expertise led to more complexity instead of clarity. 3. The optimal timing \u2013 the real leadership task! The key question is not whether to change \u2013 but when and to what extent. Most companies change either too late or too drastically. Successful companies change early and strategically. The optimal timing is not a matter of intuition, but rather a comparison of strategy, organization, and initial operational signals. Successful companies: don&#8217;t wait for crises do not react hastily but adapt early and gradually The following should be noted: Change too soon: Unrest and inefficiency without a real need for action Change too late: the market has already shifted. One can only react instead of shaping the future. The right time for change is not when problems become obvious, but when the first early indicators become apparent: Operational signals Decisions take longer Alignment is increasing Too many (ad-hoc) meetings, too little output Unclear responsibilities regarding new topics Financial signals Revenue is growing, but profitability is stagnating\/decreasing. Rising overhead costs Declining operating cash flows Strategic signals New initiatives are not progressing. Time-to-market is slowing down. Competitors are acting faster and more efficiently Targets are systematically missed. Ask yourself the following key questions: Are we still in line with our long-term strategy? Does our organization still fit the company and\/or market environment? Do we have the right skills and structures for the future? Are we adapting faster or slower than our competitors? 4. How much change is right \u2013 evolution instead of revolution! The extent of the change is just as important as the timing. It is important to maintain the \u201csuccess DNA\u201d but ensure long-term success. Successful companies therefore avoid extremes. They: keep functioning structures stable adapt specifically where necessary. continuously develop their organization further Change happens in an integrated way \u2013 not in isolation. That means: no radical breaks unless absolutely necessary. no change for the sake of change but rather a logical consequence of the strategy Consequence: &#8222;Winning teams&#8220; need evolution, not revolution. Change is understood as development \u2013 \u200b\u200bnot as correction. Organizations remain flexible and adaptable. 5. Organizational development as part of the strategy process Organizational developments should always be part of an integrated strategy process and follow a clear logic (see also article on how to develop a successful strategy: https:\/\/cofitconsult.com\/strategieentwicklung-in-5-schritten-praxisbeispiel-fur-kmus\/):<\/p>\n","protected":false},"author":1,"featured_media":3987,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_monsterinsights_skip_tracking":false,"_monsterinsights_sitenote_active":false,"_monsterinsights_sitenote_note":"","_monsterinsights_sitenote_category":0,"site-sidebar-layout":"no-sidebar","site-content-layout":"","ast-site-content-layout":"full-width-container","site-content-style":"default","site-sidebar-style":"default","ast-global-header-display":"disabled","ast-banner-title-visibility":"disabled","ast-main-header-display":"","ast-hfb-above-header-display":"","ast-hfb-below-header-display":"","ast-hfb-mobile-header-display":"","site-post-title":"","ast-breadcrumbs-content":"","ast-featured-img":"","footer-sml-layout":"disabled","ast-disable-related-posts":"","theme-transparent-header-meta":"","adv-header-id-meta":"","stick-header-meta":"","header-above-stick-meta":"","header-main-stick-meta":"","header-below-stick-meta":"","astra-migrate-meta-layouts":"default","ast-page-background-enabled":"default","ast-page-background-meta":{"desktop":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"tablet":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"mobile":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""}},"ast-content-background-meta":{"desktop":{"background-color":"var(--ast-global-color-4)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"tablet":{"background-color":"var(--ast-global-color-4)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"mobile":{"background-color":"var(--ast-global-color-4)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""}},"footnotes":""},"categories":[],"tags":[],"class_list":["post-3953","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry"],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v28.0 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>Never change a winning team? - Cofit Homepage<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/cofitconsult.com\/en\/never-change-a-winning-team\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Never change a winning team? - Cofit Homepage\" \/>\n<meta property=\"og:description\" content=\"Never change a winning team? Why stability and change are not a contradiction \u2013 but a leadership task The conflict between &#8220;Never change a winning team&#8221; and &#8220;What got us here won&#8217;t get us there&#8221; is one of the biggest dilemmas in business management. There are many examples in which change has worsened the situation, e.g. Lopez effect (quality problems due to excessive savings) at Opel with lasting damage to the brand reputation. Is \u201cNever change a winning team\u201d the solution? What if exactly this attitude endangers your company in the long term? How do you know if your \u201cwinning team\u201d is actually on the verge of losing touch? When is the right time for change and which change makes sense? 1. Never change a winning team! Stability is the foundation of every successful organization. Well-established teams work very efficiently and reliably. Processes run smoothly and are optimized. Stability is only beneficial as long as it meets current requirements. Especially in successful organizations, this also leads to high risks such as: Arrogance: Teams bask in their success, miss out on innovations, and underestimate their competitors. Blindness to external changes: Markets, technologies and customer needs continue to evolve \u2013 those who don&#8217;t keep up get left behind. A good example of this is Nokia: As the market leader in the mobile communications sector, they overlooked the impact of the smartphone on their business model. Always ask yourself the question:\u201cDoes my organization still fit or what changes are necessary to maintain or improve my position?\u201d 2. What brought us here won&#8217;t get us there! Change is not a passing fad, nor is it an self-serving purpose. It becomes necessary because a company&#8217;s environment is constantly changing. Many organizations fail not because they are bad, but because they cling for too long to a successful model that originated under different circumstances. Reasons for change: Changing customer requirements: What convinces today may already be standard tomorrow. Technological progress: Digitization and AI are changing business models and competition rules. Company growth: Structures that work with 50 employees often reach their limits with 500 employees. New competitors: New market entrants are often faster and more flexible than established companies. Regulatory changes: New laws, sustainability requirements, or geopolitical developments increase the pressure to adapt. The actual risk is therefore often not the change itself, but the assumption that the environment will not change. Example: Amazon has reinvented itself again and again &#8211; from an online bookstore to a technology and cloud company. The developments mentioned often make adjustments unavoidable. However, not every change automatically leads to better results. Many companies correctly recognize the need for change, but fail to implement it. The desire for improvement alone does not guarantee success. Change can involve significant risks and jeopardize existing strengths. Risks of change: Temporary drop in performance: Roles are unclear, processes do not run smoothly, decision-making processes need to be re-established. Uncertainty and loss of motivation: Employees lose their orientation, fear loss of power or job change, and &#8222;informal structures&#8220; are disrupted. Loss of know-how: Key people leave or withdraw, implicit knowledge is lost. Loss of focus in day-to-day business: Reorganization ties up management capacity, while operational issues suffer (customers, quality, cash flow and market position). Organizational design without strategy: Structure is changed, but strategy is unclear. Overcomplexity: A new structure is supposed to solve everything. The risk lies in too many levels, new interfaces, and more coordination instead of less. Processes become more complex and decisions take longer. High costs: High external and internal costs. Internal implementation costs, in particular, are often massively underestimated. Cultural shift: Established teams and processes are broken up. Trust is lost. Example: At Volkswagen Group, the pooling of software expertise led to more complexity instead of clarity. 3. The optimal timing \u2013 the real leadership task! The key question is not whether to change \u2013 but when and to what extent. Most companies change either too late or too drastically. Successful companies change early and strategically. The optimal timing is not a matter of intuition, but rather a comparison of strategy, organization, and initial operational signals. Successful companies: don&#8217;t wait for crises do not react hastily but adapt early and gradually The following should be noted: Change too soon: Unrest and inefficiency without a real need for action Change too late: the market has already shifted. One can only react instead of shaping the future. The right time for change is not when problems become obvious, but when the first early indicators become apparent: Operational signals Decisions take longer Alignment is increasing Too many (ad-hoc) meetings, too little output Unclear responsibilities regarding new topics Financial signals Revenue is growing, but profitability is stagnating\/decreasing. Rising overhead costs Declining operating cash flows Strategic signals New initiatives are not progressing. Time-to-market is slowing down. Competitors are acting faster and more efficiently Targets are systematically missed. Ask yourself the following key questions: Are we still in line with our long-term strategy? Does our organization still fit the company and\/or market environment? Do we have the right skills and structures for the future? Are we adapting faster or slower than our competitors? 4. How much change is right \u2013 evolution instead of revolution! The extent of the change is just as important as the timing. It is important to maintain the \u201csuccess DNA\u201d but ensure long-term success. Successful companies therefore avoid extremes. They: keep functioning structures stable adapt specifically where necessary. continuously develop their organization further Change happens in an integrated way \u2013 not in isolation. That means: no radical breaks unless absolutely necessary. no change for the sake of change but rather a logical consequence of the strategy Consequence: &#8222;Winning teams&#8220; need evolution, not revolution. Change is understood as development \u2013 \u200b\u200bnot as correction. Organizations remain flexible and adaptable. 5. 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Why stability and change are not a contradiction \u2013 but a leadership task The conflict between &#8220;Never change a winning team&#8221; and &#8220;What got us here won&#8217;t get us there&#8221; is one of the biggest dilemmas in business management. There are many examples in which change has worsened the situation, e.g. Lopez effect (quality problems due to excessive savings) at Opel with lasting damage to the brand reputation. Is \u201cNever change a winning team\u201d the solution? What if exactly this attitude endangers your company in the long term? How do you know if your \u201cwinning team\u201d is actually on the verge of losing touch? When is the right time for change and which change makes sense? 1. Never change a winning team! Stability is the foundation of every successful organization. Well-established teams work very efficiently and reliably. Processes run smoothly and are optimized. Stability is only beneficial as long as it meets current requirements. Especially in successful organizations, this also leads to high risks such as: Arrogance: Teams bask in their success, miss out on innovations, and underestimate their competitors. Blindness to external changes: Markets, technologies and customer needs continue to evolve \u2013 those who don&#8217;t keep up get left behind. A good example of this is Nokia: As the market leader in the mobile communications sector, they overlooked the impact of the smartphone on their business model. Always ask yourself the question:\u201cDoes my organization still fit or what changes are necessary to maintain or improve my position?\u201d 2. What brought us here won&#8217;t get us there! Change is not a passing fad, nor is it an self-serving purpose. It becomes necessary because a company&#8217;s environment is constantly changing. Many organizations fail not because they are bad, but because they cling for too long to a successful model that originated under different circumstances. Reasons for change: Changing customer requirements: What convinces today may already be standard tomorrow. Technological progress: Digitization and AI are changing business models and competition rules. Company growth: Structures that work with 50 employees often reach their limits with 500 employees. New competitors: New market entrants are often faster and more flexible than established companies. Regulatory changes: New laws, sustainability requirements, or geopolitical developments increase the pressure to adapt. The actual risk is therefore often not the change itself, but the assumption that the environment will not change. Example: Amazon has reinvented itself again and again &#8211; from an online bookstore to a technology and cloud company. The developments mentioned often make adjustments unavoidable. However, not every change automatically leads to better results. Many companies correctly recognize the need for change, but fail to implement it. The desire for improvement alone does not guarantee success. Change can involve significant risks and jeopardize existing strengths. Risks of change: Temporary drop in performance: Roles are unclear, processes do not run smoothly, decision-making processes need to be re-established. Uncertainty and loss of motivation: Employees lose their orientation, fear loss of power or job change, and &#8222;informal structures&#8220; are disrupted. Loss of know-how: Key people leave or withdraw, implicit knowledge is lost. Loss of focus in day-to-day business: Reorganization ties up management capacity, while operational issues suffer (customers, quality, cash flow and market position). Organizational design without strategy: Structure is changed, but strategy is unclear. Overcomplexity: A new structure is supposed to solve everything. The risk lies in too many levels, new interfaces, and more coordination instead of less. Processes become more complex and decisions take longer. High costs: High external and internal costs. Internal implementation costs, in particular, are often massively underestimated. Cultural shift: Established teams and processes are broken up. Trust is lost. Example: At Volkswagen Group, the pooling of software expertise led to more complexity instead of clarity. 3. The optimal timing \u2013 the real leadership task! The key question is not whether to change \u2013 but when and to what extent. Most companies change either too late or too drastically. Successful companies change early and strategically. The optimal timing is not a matter of intuition, but rather a comparison of strategy, organization, and initial operational signals. Successful companies: don&#8217;t wait for crises do not react hastily but adapt early and gradually The following should be noted: Change too soon: Unrest and inefficiency without a real need for action Change too late: the market has already shifted. One can only react instead of shaping the future. The right time for change is not when problems become obvious, but when the first early indicators become apparent: Operational signals Decisions take longer Alignment is increasing Too many (ad-hoc) meetings, too little output Unclear responsibilities regarding new topics Financial signals Revenue is growing, but profitability is stagnating\/decreasing. Rising overhead costs Declining operating cash flows Strategic signals New initiatives are not progressing. Time-to-market is slowing down. Competitors are acting faster and more efficiently Targets are systematically missed. Ask yourself the following key questions: Are we still in line with our long-term strategy? Does our organization still fit the company and\/or market environment? Do we have the right skills and structures for the future? Are we adapting faster or slower than our competitors? 4. How much change is right \u2013 evolution instead of revolution! The extent of the change is just as important as the timing. It is important to maintain the \u201csuccess DNA\u201d but ensure long-term success. Successful companies therefore avoid extremes. They: keep functioning structures stable adapt specifically where necessary. continuously develop their organization further Change happens in an integrated way \u2013 not in isolation. That means: no radical breaks unless absolutely necessary. no change for the sake of change but rather a logical consequence of the strategy Consequence: &#8222;Winning teams&#8220; need evolution, not revolution. Change is understood as development \u2013 \u200b\u200bnot as correction. Organizations remain flexible and adaptable. 5. 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