FM: Ms. Hillebrecht, you came to Bergwerk with the wish for a new website. Experience has shown that as soon as you start a conversation and delve deeper into the topic of brands, it becomes apparent that there is more to such an inquiry.
SH: That was the case with us too. We were at the beginning of a far-reaching change process, which I initiated shortly after joining as managing director. Through a market analysis, we knew that although we have a high level of awareness and satisfaction among our existing customers, there is no clarity about the SüdWasser brand among both these and potential new customers. They have no transparency about our service portfolio, they do not know what makes us special and what we stand for. In addition, as a subsidiary of a corporation, we have different structures than regional providers. These were the reasons for me to think about realigning the SüdWasser brand.
FM: What goals have you set for yourself in this process and how do you measure them?
SH: Internally, our employees should identify more strongly with the SüdWasser brand. When I am proud of my company and report proudly about SüdWasser, then the company and the employee win. Externally, the new brand image serves as a visible sign of our change. We want to be seen as a dialogue-oriented partner and also as a problem solver in the water supply sector. To achieve this, the brand must be profiled and sharpened. For 2023, we have developed KPIs for the first time, which we use to measure our performance in various areas. This also includes brand recognition and customer satisfaction in the complex and in the town hall.
Before you work on the outside, it must be clear what constitutes an organization on the inside. <span class="quote-author">Solveig Hillebrecht, Managing Director of SüdWasser</span>
FM: How did you approach this process of change and what momentum did it trigger?
SH: Change requires leadership, clear messages and visibility. The website is also the first and most important touchpoint with potential new customers in our industry. That's why I wanted to start with her. However, a new website could only be the result of a process in which we had answered the following questions: What are SüdWasser's values and self-image? How do we want to be perceived by customers? What does the customer need? Which products do we use to meet these needs and how do we stand out from the competition? How can we increase our perception and create brand clarity?
FM: How did you inform your employees about the change process?
SH: As far as possible, in person and with regular newsletters. We were as transparent as possible right from the start, because communication is essential in change processes. Our colleagues had to understand that changes were necessary, but to not be afraid of them.
Unrestricted support for a change process will be achieved neither at the start nor until the end. It is not for nothing that resistance is the Siamese twin of change. It is crucial to involve the team in the process. I have therefore formed a change team called RISE: Motivated colleagues from all areas of the company who see change as a major and important opportunity. With this team, I defined the goals of the process and discussed how we inform the workforce about developments.
The new brand image serves as a visible sign of our change. <span class="quote-author">Solveig Hillebrecht, Managing Director of SüdWasser</span>
FM: With Bergwerk, you have brought in an external partner. Why did you feel it was necessary?
SH: In change processes, you get into places where you can't get anywhere without external help. It is about asking the right questions, working out answers together and implementing and anchoring results sustainably and professionally. If this does not happen, processes can quickly change in the opposite direction. Impulses and methods from outside sources are also important because they help to verify whether the path taken is the right one or if it needs to be corrected.
FM: Do decisions in change processes always have to be made collectively?
SH: Anyone who embarks on such a path must be flexible and overcome obstacles again and again. We have always tried to make decisions collectively. Reducing the resistance that then almost necessarily appears takes a lot of effort. It was also new for many members of the RISE team to take on responsibility in this way. I have recognized that there are limits at which decisions must be made so as not to jeopardize the overall process. Discussing and making small adjustments is no problem, but questioning larger parts of the process and wanting to adjust them again and again is counterproductive in the long run. This requires a clear goal and clear, consistent leadership.
FM: The gap between wanting and actually doing is often large. How did you manage to ensure that implementation also takes place based on a clear strategy?
SH: Employees know that there is no alternative to change. We have room to maneuver in "how", but "whether" is not in question. In fact, we have already achieved a great deal in the ongoing process. But change requires strength. It is a constant balance between pushing the organization and moving forward. I'm traveling here as a locomotive. My goal is to define, implement and secure all necessary changes. After all, after reaching the summit, we don't want to go back the way we came.
FM: How has SüdWasser's brand image changed in the current change process?
SH: Our logo stuck, everything else was put to the test. We knew that our previous appearance wasn't right and was out of date. But before you work on the appearance, it must be clear what constitutes an organization on the inside: Who are we, what do we want and how do we approach the customer? We needed external help to answer these questions.
FM: What came out of that?
SH: A new, motivating look at the why and how of our work. We are responsible for the most precious commodity, which is water. We accept this responsibility and take it seriously. We want to spread this awareness to the outside world. And: We now think from the customer's perspective and want to develop sustainable solutions for water management in dialogue with them. We say goodbye to the old way of thinking that we know what's good for the customer.
FM: The new SüdWasser-Slogan is “Kostbares in guten Händen” (Precious Things in Good Hands). What purpose does this value proposition express internally and externally?
SH: We are very happy with this slogan. It makes us aware of the responsibility we assume as part of our services. And it will change our external perception. There is no privatization of the water supply in Bavaria. Yet critics are comparing us to locusts, i.e. shady financial investors. Water does not belong to SüdWasser, municipalities or companies. It is a sole common property that we cannot live without. Cities and municipalities ensure that citizens are well and safely cared for. This is a vital basic service. With the slogan “Kostbares in guten Händen” (Precious Things in Good Hands), we say: We know what it means to care for this valuable asset. Thanks to our qualifications, we are able to take on this responsibility – together with the municipalities. It is a sign to our customers, but also internally. We're proud of what we can do. We are proud to do our part to preserve the most precious asset. This value proposition will also help us with recruiting.
FM: The presentation of the new brand image to the entire workforce is imminent. Why are you doing this and why are you also inviting your shareholders?
SH: To motivate and retain employees, there is nothing more important than purpose and pride. This event is an important milestone in strengthening the sense of togetherness and anchoring change. And it is about credibility: When we show which path we have taken and what the future will look like, employees will see that we have not only produced empty words in recent months. This day will help the entire SüdWasser team feel new pride for the company. We will all go to work with a deeper and new self-image as well as new self-confidence.
FM: How does your shareholder Bayernwerk see your development process? And your customers?
SH: The okay from Bayernwerk came very quickly. They support this process but are not involved in the details. They trust us and give us a free hand. I'm really happy about that. Bayernwerk provides security and trust, often combined with electricity and energy. In the area of water supply and disposal, we provide the service. We are the face of the market and on the ground. At the KOMMUNALE trade fair and in all personal discussions, we present the new brand and the new direction to them.
FM: What's next for the change process?
SH: After the presentation to the workforce, responsibility for implementation is transferred to managers. The colleagues from the RISE team have taken on this task in addition to their day-to-day business. That was quite complex. The course is set, now another level is taking over. I fully support the project and will be informed promptly about all developments.
FM: How was and is the collaboration with Bergwerk?
SH: We had announced the brand relaunch, so Bergwerk had to prove itself in a pitch against other agencies. This was primarily about how the agency deals with us and the market – and whether the chemistry was right. Bergwerk has intensively familiarized itself with experience, approach and knowledge and is now accompanying us in our change process, seeing our strengths, but also our weaknesses. That is not always easy for us. Trust, understanding and openness are important here – and we felt it all from the very first moment. Bergwerk has succeeded in getting each of us to express what he or she feels but has never articulated in this way before. That was really impressive. We appreciate this support and feel understood. Sometimes I feel like you understand us better than we understand ourselves. That's probably also what makes you look from outside: becoming more aware of yourself.
This text was translated automatically.
- Headquarters: Erlangen
- Employees: 65*
*As of September 2023
