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By Thomas Baekdal - May 2006

Company Change

Modern companies are in a state of cultural change. From working more or less alone to solving specific tasks, we are now required to work in an interdependent way. Teamwork is vital. The work way we do is also changing. Most tasks, even everyday task, needs to be solved as if it where a project. Our daily lives are becoming project oriented.

These changes require that we alter what we expect from the people we work with. We have to change the values we live by. Values like awareness, teamwork, tolerance, responsibility and information are paramount - just as flexibility and change readiness.

We need a new way to handle our jobs, we need to work project oriented. This poses a problem to many companies as they realize that there is a big difference in working project oriented to solve specific tasks vs. working project oriented all the time.

Traditional project management focuses on solving specific and limited jobs, whereas everyday project management is a continual process. Traditional project methods focus on creating a specific outcome, result or product, where the new approach focuses on improving the process.

We also live in a world the market and the competition has become fiercer. Many companies either have moved or will move their production to cheaper countries. This result in a drastic change in the type projects that we deal with. An ever increasing number projects will be about changing ourselves - how to make us better, faster, more efficient, more competitive, more on the leading edge and more interdependent.

Change management deviates from traditional projects in the way that it is more about people. Higher efficiency comes not from working harder, but from within. Higher efficiency comes from inner-energy, self-motivation, self-worth, and complete understanding for the entire process. We need to focus on this if we want to change or improve the company.

The Change Management model in this handbook is created to solve this situation - focusing on change management projects and its processes.

The model has 3 major phases.

  1. Start phase, engage, and motivate your team, and create understanding for the process as a whole. This we call this the "Unfreeze" phase.
  2. Action phase, where we solving the project. This is called the "Move" phase.
  3. End phase, finishing the job and celebrating - called the "Freeze" phase.

The model comes in 5 variations, to support different kind of projects

  1. Light projects
  2. Medium-sized projects
  3. Complex projects
  4. Quick projects (time is the most important element)
  5. Day-by-day tasks

All variations are fundamentally built on the same concept.


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Thomas Baekdal

Founder, media analyst, author, and publisher. Follow on Twitter

"Thomas Baekdal is one of Scandinavia's most sought-after experts in the digitization of media companies. He has made ​​himself known for his analysis of how digitization has changed the way we consume media."
Swedish business magazine, Resumé


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