Transformation is no longer the exception – it is the norm. In the latest episode of the podcast Innovation Implemented, Jutta Krämer (formerly E.ON) talks openly and practically with Thomas Brugger and Marcus Warnke from mgm consulting partners about her experiences of the far-reaching IT and digital transformation at E.ON, particularly in the context of the integration of Innogy – one of the largest mergers in the EU energy sector.

They discuss specific challenges, such as setting up a central integration programme, dealing with cultural differences, trust in change processes and the role of leadership and change management.

It becomes clear that transformation is not a completed project, but a continuous process that accompanies companies on an ongoing basis. The three experts share valuable lessons learned, best practices and personal perspectives that are relevant not only for the business world, but also for the public sector.

Listen to the podcast

In conversation: Jutta Krämer (former transformation manager at E.ON, now a freelancer), Thomas Brugger (partner, mgm consulting partners) and Marcus Warnke (manager, mgm consulting partners)
Moderator: Karsten Kneese (Marketing, mgm)
Length: 57 minutes

The most important points at a glance

What do you need to pay attention to before and during transformations?

• Transformation is the new constant: organisations are in a state of constant change. A transformation never ends – it is rather a continuous process.
• Clear structure and project management: Successful transformations require strong, precisely planned project and programme management. Change management alone is not enough – hard project plans, responsibilities and target dates are essential.
• Transparency and communication: Early, clear communication, even in times of uncertainty, is crucial. Process communication is also important: When will new information be available? What happens next?
• Build trust: Especially in early phases with uncertainty (e.g. before ‘Day One’), it is important to build trust between those involved – even if freedom of communication is limited.
• Participation and creative freedom: Those affected should be given creative freedom and take on responsibility. If programme organisations already reflect the future structure, the ‘future is anticipated’.
• Treat employees with respect: Fairness and appreciation are crucial, especially when filling vacancies or transferring employees.
• Take cultural differences seriously: Mergers bring different cultures together. Working together to develop a new way of working is a critical success factor.
• Feedback channels from within the organisation: Feedback loops help to identify and counteract excessive demands, misunderstandings or knowledge gaps at an early stage.
• Promoting further development: Continuing education, mentoring, peer learning and empowering employees play a central role.

What are the advantages of working with external consultants?

• Experience with similar transformations: Consultants bring broad experience from other projects and can structure processes efficiently.
• Independent perspective: They offer a safe space for reflection, objective feedback and strategic discussion – especially for decision-makers who often act alone.
• Methodological and technical support: They help with project tracking, process design and the development of sustainable structures such as operating models or flight-level management systems.
• Cultural sensitivity: Good consultants do not work ‘against’ the corporate culture, but reinforce existing strengths. They help to shape a transformation in a way that fits the organisation.
• Reinforcement in everyday work: Through clear role allocation, consultants relieve internal teams, e.g. by taking on burdensome tasks or moderating critical phases.

Let’s find out together how we can make your transformation a success. We look forward to hearing from you.

Last Updated on July 1, 2025 by mgm-marketing