What quickly became clear: It’s not just about the next method. It’s not about buzzwords. It’s not about yet another change framework.
It’s about the questions behind them.
A key point from my presentation: Transformation does not become effective simply because it is well planned. It becomes effective when it is understood, contextualised, adaptable and, ultimately, supported by everyone. “Otherwise, the limits of our language are the limits of our conceivable world.” (loosely based on Wittgenstein)
The strategic importance of communication lies in the fact that it is not merely a downstream process of conveying information during transformations. It is not a ‘rollout’ that takes place after the actual work has been done. It is not merely internal information.
Transformation communication determines whether
If communication is conceived and implemented too late, a different narrative will already have taken hold – in corridors, teams, management circles, staff meetings, chats and informal conversations. Then transformation is interpreted not in line with the strategy, but in line with memories, experiences, disappointments, assumptions and old patterns of thought and behaviour.
Anyone who wants to shape communication for the future must understand the company’s narrative past. Organisational memory cannot simply be erased; it is always there.
This is precisely why transformations need an adaptive narrative that achieves more than mere motivation. It must explain, contextualise, connect, identify unreasonable demands, tolerate ambivalence and provide guidance – without artificially downplaying the complexity.
What made the evening special for me was that the scientifically grounded perspective of Katharina Hochfeld and Simone Kaiser – drawing on readiness, cultural and transformation analysis – met the practical question of how communication can turn insights into action.
The result was not a ‘how-to’ guide. Rather, it was something far more valuable: a collective reflection on what transformation actually requires today, at a time when the pace of change is ruthlessly exposing shortcomings in leadership, culture, and organisational and operational structures.
Honest. Direct. Deeply technical. Without excuses.
Transformation requires data as a foundation. Transformation requires well-defined visions. Transformation requires thoughtful leadership. And it also requires communication that can and aims to do much more than simply explain: communication during transformation must provide direction, facilitate connection, and turn the decisions of a few into the shared thinking and action of many.
Thank you to Katharina Hochfeld, Simone Kaiser, Fraunhofer IAO / CeRRI and all participants for the open discussion.
We’d like to organise another session like this. So if you weren’t able to make it this time, please send us a direct message with your email address and we’ll add you to the invitation list.
