Transformation

  • Analysis of the current company focus and the status quo. We take a look at your environment (what external factors affect us?) and comprehensively at your company. 

    Strategy: What do we focus our actions on? 

    Culture: How goal-oriented are we working together?

    Structure, processes: How do we organize ourselves? And we look at your willingness to change.

  • How are we positioned for the next five years? How is the market developing? What changes are we aiming for? What are we willing and able to do? What will happen if we do not change? 

    Moderated target clarification and decision-making processes with the involvement of key stakeholders using creative methods.

    Clarity

    Creative development of a vision as an (emotional) guiding star for the strategy. Derivation of clearly defined strategic cornerstones from the vision. Planning the roadmap. Clever communication and integration of the organization.

  • Creative development of a vision as an (emotional) guiding star for the strategy. Derivation of clearly defined strategic cornerstones from the vision. Planning the roadmap. Clever communication and integration of the organization.

  • Translating goals into projects and measures, commitment to implementation, early testing, learning and adapting. 

    Agility as a mindset and, depending on the objective, as a methodical way of working.

    Culture & Mission Statement Development

    Established companies with a long tradition are now faced with major demands for change. Structures, working methods and the product portfolio must be adapted in order to keep pace with the market and to inspire and retain new talent. This also requires a development in the previous self-image, the - mostly unconscious – value orientations, cultural codes and in dealing with each other.

Goal-setting Processes & Vision Work

Your company or a sub-division wants to reposition itself, you want to sharpen your focus, explicitly dedicate yourself to your vision or improve the culture of leadership and cooperation. This requires agile thinking and a structured approach:

Culture & Mission Statement Development

Established companies with a long tradition are now faced with major demands for change. Structures, working methods and the product portfolio must be adapted in order to keep pace with the market and to inspire and retain new talent. This also requires a development in the previous self-image, the - mostly unconscious – value orientations, cultural codes and in dealing with each other.

  • What patterns characterize us, how do we live hierarchy? What are the unwritten norms and how do we treat each other? What strengths and values unite us?

  • Culture cannot be imposed, it is something that has grown in a community. It is therefore particularly important to integrate people into the reflection process, promote exchange, develop awareness and jointly define a goal-oriented way of working together.

    The development of a mission statement as a participatory process is already a major first step in cultural development.

  • Previously implicit behaviors will be made explicitly tangible in the future. Interactions with each other are discussed, giving and receiving feedback is experienced as added value. 

    Leaving comfort zones without overtaxing.

  • Maintaining new routines, adapting meetings and communication habits to support sustainable development. Using modern methods, leadership in the role of a role model.

Change Projects

You are introducing new processes, facing a reorganization or working on the introduction of an agile organization: as commonplace as change processes in companies may be, they still reliably trigger fears, uncertainty and resistance among those affected. In order for change to be successful, it must be accompanied consciously and carefully. How do we create clarity about our objectives? 

How do we bring together decision-makers with different interests? How do we formulate and communicate the change in such a way that employees see the need for it, understand the process and support it? 

How do we manage the double burden of keeping the company running and managing change at the same time? How much employee involvement makes sense and where does leadership responsibility need to be assumed? Almost by law, changes also suffers setbacks - how can we develop a common basic attitude that increases perseverance in order to reap the rewards later?

Based on these questions, we work with you to develop a suitable change process for your organization.

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