Creating Culture, Enabling Change

When we support organisations, the issues almost always revolve around questions of culture or strategy.

Our customers ask:

  • How can we achieve change?
  • How can we take everyone with us without endlessly walking in circles?
  • Why does the organisation react so sluggishly when presented with new challenges or demands?
  • What must we do in order to direct our attention towards other goals, processes or methods?

Together we develop a broad, mid to long-term approach in order to answer these questions.  We recognize what is effective in the here and now and what stands in the way of change.  We moderate, accompany processes and involve the participants. We persistently and carefully stick with it.

In order to optimise the service, our customer wishes to swap his logistics software. The organisation approaches us to take on the project management for this. We ask the question whether the new technology should simply be introduced or whether, at the same time, a process simplification with accordingly reduced costs would not be more meaningful.

Despite high start-up costs, a decision is made to go for the high potential of diverse process improvements. We seek out the largest economic leverage and work in collaboration with experts in Customer Project Architecture and Road Map and offer support during the selection of the software house and the suitable IT. Furthermore, we watch over the introduction, take on the project moderation and ensure the adherence to the given time and budget frameworks.

 At the same time, we accompany the affected employees, involve them in schooling concepts during the development of the new skills and mediate when conflicts arise. In addition, we carry out training measures in customer orientation and sales. Now the organisation possesses exemplary technical as well as personal customer relations.  

A long-standing customer is constructing a second factory. Though everyone is looking forward to the new factory, more and more issues occur and these lead to tension and conflicts. The issues include the following; the complexity of the plans, conflicts of interest, the number of new, unfamiliar tasks, the splitting apart of existing teams and cooperative liaisons, the logistical operations, and the new roles and responsibilities for the individual team members.

We realise that to merely accompany the responsible managers and their teams will be insufficient. To proceed in a more methodical and structured way, we also need to underpin our work with tools and methods. To achieve this, we create a detailed project plan, producing project progress reports, networks and implementation tools supported by IT. In addition, we define role profiles, areas of responsibility and exact tasks more precisely.

Every two weeks we spend one day on site, ensuring the adherence to logical procedures and priorities. Thus, a clear foundation is created on which to base the necessary decisions. One year later we celebrate the collaborative achievement of our goal. 

An organisation is forced to close branches globally in order to reduce their costs. During this process, no stone remains unturned. Everyone knows that some people will be fired and others will be given new jobs. The product portfolio must be changed. Hard-won privileges are under threat. Employees feel overburdened and disorientated.

Our task is to accompany the implementation of this strategy. We are aiming to keep the affected parties on board by coming up with a well-planned change management process. In addition, a portfolio management project must be set up, in order to regularly check the priorities and value additions of the project components. Limited resources should be utilised expediently and productively.

We lead both projects and by viewing the process from outside, we are able to contribute to pertinent, and, wherever possible, objective decision making. In this way, we repeatedly ensure transparency and confront resistance and a lack of engagement. Now the organisation is over the hurdle, the work continues. 

One branch of a f & b concern has been in the red for some time.  A new manager is employed.  He is given the task to either turn the organisation around or close it down.  Two hundred employees of four levels are affected.  The new manager comes to the conclusion that it should be possible to move the business into profit, providing that a technical modernization process takes place and that the employees have a fundamental change in attitude.   We carry out intensive coaching with the manager and initiate a rigorous top down process.  Soon the first desirable effects show themselves and the business situation of the company increasingly stabilizes.

The business manager is worried, as so much time is being wasted in meetings. He describes a lack of discipline. People arrive late, go to the door during meetings, use their laptop as an aside to write emails They will not come to any decisions and, in particular, the meetings take forever. He believes there is a lack of knowledge about how to organise meetings professionally and he would therefore like to purchase a ‘meetings management’ training course for all his managers (around 250 people).

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We were introduced to the CEO of a medium-sized family concern through a recommendation. The firm has been in the family for generations and has, up until now, enjoyed global success with a niche product. Profits, however, have recently been sinking because Asian competition has entered the market.  

Their current CEO is the first manager not to be a family member. He has a five-year contract and great ambition to compensate for falling profits with higher turnover. He wishes to introduce an executive training programme.  

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