APPROACH

At the beginning of each process, we as a consulting team get to know the problem intensively. We ask questions and listen carefully. We want to understand what is at the core of the variety of issues described. This is how every project begins – after that it becomes very individual.

Together with our clients, we define the most important levers on the way to the future. We work iteratively based on the methods of systemic organizational theory and process work, supported by our own experience as leaders on the corporate side. A processual accompaniment of the organizational change process supports the leadership team to deal with the challenges and questions of change in a focused and conscious way and to develop answers together. The leadership team is encouraged to make necessary decisions and to communicate them accordingly.

These three fields form the guardrails of cooperation:

1: What shapes us? Where is the journey going?

• What is our corporate or departmental purpose? Why do we exist at all? What drives us forward? What do we burn for?
• What role do we play in the larger context of the entire company and/or society?
• Which leadership model shapes us?
• What is our vision? Where do we want to go? What vision of the future motivates us, what will be different? What do we already have a clear picture of, where rather a vague idea?
• What new behaviors do we want and need in the future?

2: From where do we start? In which context are we moving?

• What does the current situation look like? What strengths do we have, what “pain points” are there, what do we find difficult?
• Which stakeholders, opinions and roles are involved?
• Why now of all times?
• What power issues need to be addressed and clarified so that they do not consciously or unconsciously sabotage the change?
• Which current trends, competitors, stakeholders support the change? Which, if any, are obstacles along the way?

3: What do we need to do to make the transition well? What does the path to the goal look like?

Nothing validates behaviors like success. Recognizing which behaviors were useful in the past but are no longer useful now is essential to change success.

• Which cherished habits have to be let go of?
• What framework conditions have to be created so that the new behavior can develop in a meaningful way?
• Which areas of conflict need to be addressed?
• Which outdated beliefs and mindsets need to be updated?
• Where does the company still have hurdles on the way to better performance?

The exact process architecture depends heavily on the project in question. Live workshops and/or digital meetings, small group formats and/or all-hands meetings are combined according to reasonableness and feasibility. Mostly supplemented by individual and/or team coaching.

RESULTS >