{"id":56621,"date":"2025-11-19T11:59:14","date_gmt":"2025-11-19T10:59:14","guid":{"rendered":"https:\/\/www.sasserath-bitter.com\/?p=56621"},"modified":"2026-02-19T11:06:29","modified_gmt":"2026-02-19T10:06:29","slug":"change-is-part-of-everyday-life-for-companies-today","status":"publish","type":"post","link":"https:\/\/www.sasserath-bitter.com\/en\/change-is-part-of-everyday-life-for-companies-today\/","title":{"rendered":"Change is part of everyday life for companies today"},"content":{"rendered":"

[et_pb_section fb_built=”1″ _builder_version=”4.27.4″ _module_preset=”default” global_colors_info=”{}”][et_pb_row _builder_version=”4.27.4″ _module_preset=”default” global_colors_info=”{}”][et_pb_column type=”4_4″ _builder_version=”4.27.4″ _module_preset=”default” global_colors_info=”{}”][et_pb_text module_class=”fonts_20″ _builder_version=”4.27.4″ _module_preset=”default” global_colors_info=”{}”]<\/p>\n

What used to be the exception has long become the norm: markets, technologies and expectations are constantly changing.<\/p>\n

Companies must continuously adapt \u2013 to new business models, ways of working and role concepts. Yet despite the abundance of projects, programs and initiatives, real impact often fails to appear.<\/p>\n

This is rarely due to a lack of intention, but to missing coherence.<\/p>\n

Change only succeeds when leadership, approach and resources interlock.<\/p>\n

This is exactly where the systemic approach Leadership x Approach x Resources = Impact comes in: it brings structure into transformation \u2013 and shows how organizations can truly steer change.<\/p>\n

[\/et_pb_text][et_pb_text _builder_version=”4.27.4″ _module_preset=”default” global_colors_info=”{}”]<\/p>\n

\u201cOrganizations don\u2019t change through new structures, but through new conversations.\u201d
\u2013 Peter Block<\/p>\n

[\/et_pb_text][\/et_pb_column][\/et_pb_row][et_pb_row _builder_version=”4.27.4″ _module_preset=”default” global_colors_info=”{}”][et_pb_column type=”4_4″ _builder_version=”4.27.4″ _module_preset=”default” global_colors_info=”{}”][et_pb_heading title=”What lies behind the approach” module_class=”mb10″ _builder_version=”4.27.4″ _module_preset=”default” title_level=”h3″ global_colors_info=”{}”][\/et_pb_heading][et_pb_text _builder_version=”4.27.4″ _module_preset=”default” global_colors_info=”{}”]<\/p>\n

LARI stands for Leadership x Approach x Resources = Impact.<\/p>\n

The idea behind it: impact does not occur by chance, but through the interplay of these three dimensions.<\/p>\n

The model is not a rigid method, but a guiding framework for anyone who wants to understand and shape change.<\/p>\n

[\/et_pb_text][et_pb_code _builder_version=”4.27.5″ _module_preset=”default” hover_enabled=”0″ global_colors_info=”{}” overflow-x=”auto” sticky_enabled=”0″]<\/p>\n\n\n\n\n\n\n\n
Dimension<\/th>\nQuestion<\/th>\nTypical bottleneck<\/th>\n<\/tr>\n
Leadership<\/td>\nWho takes responsibility \u2013 and why?<\/td>\nLeadership remains abstract or is delegated \u201cdownwards\u201d<\/td>\n<\/tr>\n
Approach<\/td>\nHow do we proceed methodically?<\/td>\nActionism without direction<\/td>\n<\/tr>\n
Resources<\/td>\nDo we have the right structures, people and capacities?<\/td>\nOverload, friction losses, priority conflicts<\/td>\n<\/tr>\n
Impact<\/td>\nHow do we measure impact?<\/td>\nSuccess remains vague or is glossed over<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n

[\/et_pb_code][et_pb_text _builder_version=”4.27.5″ _module_preset=”default” global_colors_info=”{}”]<\/p>\n

The approach brings together what is often considered separately:<\/p>\n

Leadership provides direction. Approach creates movement. Resources ensure implementation. Impact shows whether it works.<\/p>\n

[\/et_pb_text][et_pb_code module_class=”fonts_20 custom_listStyle” _builder_version=”4.27.5″ _module_preset=”default” global_colors_info=”{}”]<\/p>\n

    \n
  • If balance is missing, the system tips.<\/li>\n
  • Strong leadership without structure creates dependency.<\/li>\n
  • A method without a goal leads to idle motion.<\/li>\n
  • Resources without clarity are wasted.<\/li>\n<\/ul>\n

    [\/et_pb_code][\/et_pb_column][\/et_pb_row][et_pb_row _builder_version=”4.27.4″ _module_preset=”default” global_colors_info=”{}”][et_pb_column type=”4_4″ _builder_version=”4.27.4″ _module_preset=”default” global_colors_info=”{}”][et_pb_heading title=”How companies can work with it” module_class=”mb10″ _builder_version=”4.27.5″ _module_preset=”default” title_level=”h3″ global_colors_info=”{}”][\/et_pb_heading][et_pb_text _builder_version=”4.27.4″ _module_preset=”default” global_colors_info=”{}”]<\/p>\n

    The framework is suitable for organizations that want to shape change consciously \u2013 not reactively, but reflectively.<\/p>\n

    It can be applied to any phase: analysis, planning, steering.<\/p>\n

    [\/et_pb_text][et_pb_heading title=”1. Analysis \u2013 Where do we really stand?” module_class=”mb10″ _builder_version=”4.27.4″ _module_preset=”default” title_level=”h5″ global_colors_info=”{}”][\/et_pb_heading][et_pb_text _builder_version=”4.27.4″ _module_preset=”default” global_colors_info=”{}”]<\/p>\n

    A structured check helps to identify the current situation and tensions:<\/p>\n

    [\/et_pb_text][et_pb_code module_class=”fonts_20 custom_listStyle” _builder_version=”4.27.5″ _module_preset=”default” global_colors_info=”{}”]<\/p>\n

      \n
    • How clearly is leadership responsibility distributed \u2013 formally and informally?<\/li>\n
    • Which roles arise outside the org chart \u2013 who influences without officially having authority?<\/li>\n
    • Is there a shared understanding of the approach \u2013 or competing narratives?<\/li>\n
    • Do resources and ambitions match?<\/li>\n
    • Is impact reviewed regularly \u2013 or merely assumed?<\/li>\n<\/ul>\n

      [\/et_pb_code][et_pb_text _builder_version=”4.27.4″ _module_preset=”default” global_colors_info=”{}”]<\/p>\n

      Such questions reveal where structure and shadow structure diverge, uncovering patterns that often remain invisible in projects.<\/p>\n

      The systemic view captures both: official lines \u2013 and the informal forces that truly operate. This creates a realistic picture of the starting point \u2013 with people as the central factor, not a source of disturbance.<\/p>\n

      [\/et_pb_text][et_pb_heading title=”2. Planning \u2013 How do measures interlock?” module_class=”mb10″ _builder_version=”4.27.5″ _module_preset=”default” title_level=”h5″ global_colors_info=”{}”][\/et_pb_heading][et_pb_text _builder_version=”4.27.4″ _module_preset=”default” global_colors_info=”{}”]<\/p>\n

      Many transformation programs fail not because of content, but because of inconsistency \u2013 often also due to unspoken interests.<\/p>\n

      Leadership wants empowerment, yet processes remain hierarchical.<\/p>\n

      Teams are expected to work agilely, yet structures are rigid. And between the lines, old habits, loyalties and power dynamics continue to exert influence.<\/p>\n

      [\/et_pb_text][et_pb_text _builder_version=”4.27.4″ _module_preset=”default” global_colors_info=”{}”]<\/p>\n

      The approach forces these contradictions to become visible \u2013 and to interlink measures with one another.<\/p>\n

      This creates planning that is not based on wishful thinking, but on systemic logic.<\/p>\n

      [\/et_pb_text][et_pb_heading title=”3. Steering \u2013 How do we measure impact?” module_class=”mb10″ _builder_version=”4.27.4″ _module_preset=”default” title_level=”h5″ global_colors_info=”{}”][\/et_pb_heading][et_pb_text _builder_version=”4.27.4″ _module_preset=”default” global_colors_info=”{}”]<\/p>\n

      Impact is what remains when the project is over.<\/p>\n

      It is not only about metrics, but about perception:<\/p>\n

      [\/et_pb_text][et_pb_code module_class=”fonts_20 custom_listStyle” _builder_version=”4.27.4″ _module_preset=”default” global_colors_info=”{}”]<\/p>\n

        \n
      • Was clarity created \u2013 also in relationships?<\/li>\n
      • Do teams make better decisions?<\/li>\n
      • Is energy created \u2013 or friction?<\/li>\n
      • Have patterns in communication and responsibility truly changed?<\/li>\n<\/ul>\n

        [\/et_pb_code][et_pb_text _builder_version=”4.27.4″ _module_preset=”default” global_colors_info=”{}”]Such qualitative observations are often the best early indicator of successful change \u2013 because they show whether people are beginning to think, act and collaborate differently.[\/et_pb_text][\/et_pb_column][\/et_pb_row][et_pb_row _builder_version=”4.27.4″ _module_preset=”default” global_colors_info=”{}”][et_pb_column type=”4_4″ _builder_version=”4.27.4″ _module_preset=”default” global_colors_info=”{}”][et_pb_heading title=”Why partial optimization doesn’t work” module_class=”mb10″ _builder_version=”4.27.4″ _module_preset=”default” title_level=”h3″ global_colors_info=”{}”][\/et_pb_heading][et_pb_text _builder_version=”4.27.4″ _module_preset=”default” global_colors_info=”{}”]<\/p>\n

        The model does not follow an additive logic in which one strength can compensate for a weakness.<\/p>\n

        Instead, it follows a simple but strict principle: if one dimension is missing or weak, the entire transformation loses impact. <\/p>\n

        [\/et_pb_text][et_pb_code module_class=”fonts_20 custom_listStyle” _builder_version=”4.27.4″ _module_preset=”default” global_colors_info=”{}”]<\/p>\n

          \n
        • Strong leadership is useless if the approach remains aimless.<\/li>\n
        • A smart approach fails if no one takes responsibility.<\/li>\n
        • And even the best resources fizzle out if both are missing.<\/li>\n<\/ul>\n

          [\/et_pb_code][et_pb_text _builder_version=”4.27.4″ _module_preset=”default” global_colors_info=”{}”]<\/p>\n

          Impact only emerges when all three factors work together.<\/p>\n

          As soon as one of them fails, the entire process stands on shaky ground.<\/p>\n

          [\/et_pb_text][et_pb_text _builder_version=”4.27.4″ _module_preset=”default” global_colors_info=”{}”]<\/p>\n

          This mindset is uncomfortable, but honest.<\/p>\n

          It forces us not to polish the strongest dimension, but to look where the real bottleneck sits.<\/p>\n

          In many organizations, the greatest leverage lies not in expanding methods or tools, but in clarifying leadership and responsibility.<\/p>\n

          [\/et_pb_text][et_pb_text _builder_version=”4.27.4″ _module_preset=”default” global_colors_info=”{}”]<\/p>\n

          The framework helps reveal exactly that:<\/p>\n

          Where is there energy in the system \u2013 and where does it dissipate because something is missing?<\/p>\n

          The answer to this question often determines whether change holds or collapses.<\/p>\n

          [\/et_pb_text][\/et_pb_column][\/et_pb_row][et_pb_row _builder_version=”4.27.4″ _module_preset=”default” global_colors_info=”{}”][et_pb_column type=”4_4″ _builder_version=”4.27.4″ _module_preset=”default” global_colors_info=”{}”][et_pb_heading title=”Typical symptoms of missing balance” module_class=”mb10″ _builder_version=”4.27.4″ _module_preset=”default” title_level=”h3″ global_colors_info=”{}”][\/et_pb_heading][et_pb_text _builder_version=”4.27.4″ _module_preset=”default” global_colors_info=”{}”]An imbalance in one or more dimensions usually shows up through recurring patterns:[\/et_pb_text][et_pb_code module_class=”fonts_20 custom_listStyle” _builder_version=”4.27.4″ _module_preset=”default” global_colors_info=”{}”]<\/p>\n

            \n
          • Leadership talks about strategy, but nobody follows.<\/li>\n
          • A variety of methods replaces direction.<\/li>\n
          • Teams are overloaded, but results fail to appear.<\/li>\n
          • Success is claimed, but not felt.<\/li>\n<\/ul>\n

            [\/et_pb_code][et_pb_text _builder_version=”4.27.4″ _module_preset=”default” global_colors_info=”{}”]<\/p>\n

            These symptoms are no coincidence, but indications of systemic imbalances.<\/p>\n

            A simple question can help identify them:<\/p>\n

            \u201cIn which dimension is the most happening right now \u2013 and in which the least?\u201d<\/p>\n

            The answer is rarely comfortable \u2013 but almost always the beginning of clarity.<\/p>\n

            [\/et_pb_text][\/et_pb_column][\/et_pb_row][et_pb_row _builder_version=”4.27.4″ _module_preset=”default” global_colors_info=”{}”][et_pb_column type=”4_4″ _builder_version=”4.27.4″ _module_preset=”default” global_colors_info=”{}”][et_pb_heading title=”How to apply the approach in practice” module_class=”mb10″ _builder_version=”4.27.4″ _module_preset=”default” title_level=”h3″ global_colors_info=”{}”][\/et_pb_heading][et_pb_text _builder_version=”4.27.4″ _module_preset=”default” global_colors_info=”{}”]<\/p>\n

            This does not have to be a project.<\/p>\n

            The framework can be easily integrated into existing routines \u2013 and unfold its impact there:<\/p>\n

            [\/et_pb_text][et_pb_code module_class=”fonts_20 custom_listStyle” _builder_version=”4.27.4″ _module_preset=”default” global_colors_info=”{}”]<\/p>\n

              \n
            • Strategy workshops: assessing current alignment along the three key dimensions.<\/li>\n
            • Project kick-offs: clarifying how leadership, method and resources interplay.<\/li>\n
            • Leadership circles: reflecting on responsibility, decision logic and impact.<\/li>\n
            • Team reviews: analyzing where energy emerges \u2013 and where it is lost.<\/li>\n<\/ul>\n

              [\/et_pb_code][et_pb_text _builder_version=”4.27.4″ _module_preset=”default” global_colors_info=”{}”]<\/p>\n

              This structure functions as a shared language.<\/p>\n

              It helps make differences in perception and priorities productive \u2013 without new tools, just through better questions.<\/p>\n

              [\/et_pb_text][\/et_pb_column][\/et_pb_row][et_pb_row _builder_version=”4.27.4″ _module_preset=”default” global_colors_info=”{}”][et_pb_column type=”4_4″ _builder_version=”4.27.4″ _module_preset=”default” global_colors_info=”{}”][et_pb_heading title=”Conclusion: Structure is not a dogma, but a mindset” module_class=”mb10″ _builder_version=”4.27.4″ _module_preset=”default” title_level=”h3″ global_colors_info=”{}”][\/et_pb_heading][et_pb_text _builder_version=”4.27.4″ _module_preset=”default” global_colors_info=”{}”]<\/p>\n

              Transformation requires direction, courage and clarity \u2013 but not dogmas.<\/p>\n

              The framework described here provides structure without becoming rigid.<\/p>\n

              It is not a tool for consultants, but a mindset for organizations that want to understand impact before creating it.<\/p>\n

              [\/et_pb_text][et_pb_text _builder_version=”4.27.4″ _module_preset=”default” global_colors_info=”{}”]<\/p>\n

              Those who work this way recognize more quickly where leadership, method and resources block each other \u2013 and where they reinforce one another.<\/p>\n

              This creates balance. And from balance, impact emerges.<\/p>\n

              [\/et_pb_text][et_pb_text _builder_version=”4.27.4″ _module_preset=”default” global_colors_info=”{}”]<\/p>\n

              Change succeeds not through actionism, but through alignment.<\/p>\n

              [\/et_pb_text][\/et_pb_column][\/et_pb_row][et_pb_row _builder_version=”4.27.4″ _module_preset=”default” global_colors_info=”{}”][et_pb_column type=”4_4″ _builder_version=”4.27.4″ _module_preset=”default” global_colors_info=”{}”][et_pb_heading title=”FAQ” module_class=”mb10″ _builder_version=”4.27.4″ _module_preset=”default” title_level=”h3″ global_colors_info=”{}”][\/et_pb_heading][et_pb_toggle title=”Is this a theoretical model or a method?” _builder_version=”4.27.4″ _module_preset=”default” title_level=”h6″ locked=”off” global_colors_info=”{}”]<\/p>\n

              Neither. It is a frame of thinking that provides orientation in change processes. It offers questions, not recipes \u2013 and that makes it adaptable to any organization.<\/p>\n

              [\/et_pb_toggle][et_pb_toggle title=”Can impact be measured?” _builder_version=”4.27.4″ _module_preset=”default” title_level=”h6″ locked=”off” global_colors_info=”{}”]<\/p>\n

              Yes, but differently than usual. Impact becomes visible where responsibility is clear, processes fit together and collaboration improves. It shows through feedback and resonance \u2013 also, but not only, through metrics.<\/p>\n

              [\/et_pb_toggle][et_pb_toggle title=”For which organizations is this approach suitable?” _builder_version=”4.27.4″ _module_preset=”default” title_level=”h6″ locked=”off” global_colors_info=”{}”]<\/p>\n

              For all that understand change as an ongoing task \u2013 whether medium-sized family businesses, public institutions or educational organizations. Wherever people and systems interact, it has impact.<\/p>\n

              [\/et_pb_toggle][et_pb_toggle title=”How can we start?” _builder_version=”4.27.4″ _module_preset=”default” title_level=”h6″ locked=”off” global_colors_info=”{}”]<\/p>\n

              Very simply: write the three terms \u2013 Leadership, Approach, Resources \u2013 on a flipchart and reflect together. Where are we strong? Where are we missing answers? This is often the most important first step.<\/p>\n

              [\/et_pb_toggle][\/et_pb_column][\/et_pb_row][et_pb_row _builder_version=”4.27.4″ _module_preset=”default” global_colors_info=”{}”][et_pb_column type=”4_4″ _builder_version=”4.27.4″ _module_preset=”default” global_colors_info=”{}”][et_pb_heading title=”Takeaway” module_class=”mb10″ _builder_version=”4.27.4″ _module_preset=”default” title_level=”h3″ global_colors_info=”{}”][\/et_pb_heading][et_pb_text _builder_version=”4.27.4″ _module_preset=”default” global_colors_info=”{}”]<\/p>\n

              Transformation succeeds when leadership, approach and resources are aligned \u2013 not when they merely coexist.<\/p>\n

              This systemic perspective provides the structure for that.<\/p>\n

              And where structure emerges, it enables impact.<\/p>\n

              [\/et_pb_text][\/et_pb_column][\/et_pb_row][\/et_pb_section]<\/p>\n","protected":false},"excerpt":{"rendered":"

              Change rarely fails because of concepts, but because people do not go along with it.<\/p>\n","protected":false},"author":3,"featured_media":56643,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_et_pb_use_builder":"on","_et_pb_old_content":"","_et_gb_content_width":"","footnotes":""},"categories":[54],"tags":[],"class_list":["post-56621","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-business-excellence"],"yoast_head":"\nChange is part of everyday life for companies today<\/title>\n<meta name=\"description\" content=\"What used to be the exception has long become the norm: markets, technologies and expectations are constantly changing.\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" 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