Current projects

The management of an international financial services provider is frustrated, because the board does not provide sufficient support for a necessary strategy. Some members of the Executive Board even want to resign.

Appraisal of the organisation and situation, i.e. in addition to the content-related and organisational situation, determination of the relationship network in the company.

Use of methods to produce positive, visionary energy again.

Use of creative methods for problem solving.

Development of an adapted, realistic strategy with management.

Development of tactical implementation planning (including communication tactics).

Training of the approach and communication with the Board.

After almost 3 years of board and management meetings without sustainable results, after a long board meeting, a constitution was signed which defines the competencies of the management as well as the 2020 strategy.

The management is again assuming its responsibility, and resigning is no longer a topic.

Continuous management of the development process along the defined change architecture/agenda.

The management of an international financial services provider is frustrated, because the board does not provide sufficient support for a necessary strategy. Some members of the Executive Board even want to resign.

Appraisal of the organisation and situation, i.e. in addition to the content-related and organisational situation, determination of the relationship network in the company.

Use of methods to produce positive, visionary energy again.

Use of creative methods for problem solving.

Development of an adapted, realistic strategy with management.

Development of tactical implementation planning (including communication tactics).

Training of the approach and communication with the Board.

After almost 3 years of board and management meetings without sustainable results, after a long board meeting, a constitution was signed which defines the competencies of the management as well as the 2020 strategy.

The management is again assuming its responsibility, and resigning is no longer a topic.

Continuous management of the development process along the defined change architecture/agenda.

The Board of Directors of a medium-sized company with years of poor and decreasing earnings in a structurally difficult market segment would like to turn this company back into a successful, competitive provider.

Appraisal and assessing all facets of the company along the lines of a balanced scorecard (market/customers, finances/earnings, products/innovation, organization/processes, culture/employees). Joint development of action plans with management via graded workshop routines. Definition of an implementation plan along a 10-point programme focusing on growth/revenue, product development/innovation, leadership/management, culture, employee development, organisation, processes (efficiency), customer management and sales.

Interim assumption of the overall responsibility and management of the company through the turnaround aligned to the defined strategic business areas (including divestments).

Completely reorganised and realigned company with the potential to be sustainably successful in its market.

Continuous management of the development process and fine-tuning along the defined change architecture/agenda.

The CEO of a 6-member Executive Board of a globally operating life sciences company wants a jointly agreed strategy to be implemented and anchored more quickly in the divisions.

Appraisal of the organisation and situation, i.e. in addition to the content-related and organisational situation, the identification of the relationship network and the leadership culture/models.

Kick-off with a 3-day workshop in a monastery with 30key people in management for the purposeful determining of the relationship network in the organisation. The result was a differentiated understanding of the relationship network. New management processes for the decentralised units and behavioural standards in the x-divisional cooperation were subsequently agreed upon.

Transforming the results into the organisation by involving key employees in the respective divisions in order to multiply the new leadership culture by processes throughout the organisation.

After only one year, a very effective management system was established by means of specially designed workshop routines (teams, [in some cases] large groups > 150 employees), such that all the employees in the organisation (measurably) achieved the best productive performance (turnover, EBIT, gross profit).

Continuous management of the development process along the defined change architecture/agenda with regular review of the objectives.

The CEO of a newly-formed country cluster of a global manufacturer of medical devices has the goal of building a new, transnational, networked organisation that is economically stronger than the sum of the individual country organisations (exploit synergies).

Joint formulation of an initial strategic concept and derivation of the necessary competences/skills in the future management team with the CEO. Selection and development of the management members (use of competence models, assessment centres, use of personality diagnostics, on-boarding coaching).

(“I have a dream…”) – Developing a common vision with selected methods together with the new management team.

Derivation of strategic options together with the new management team, and specifying/developing/refining in strategic workshops with second-level employees, with implementation planning.

Moderation of the monthly management meetings with a report on the progress of the implementation and the determination of the next steps.

Development of a methodical workshop series. Implementation of the above with selected employees as multipliers in order to ensure the strategy implementation in all divisions and country companies.

After 10 months, a very effective leadership model was put into practice. Desired synergies were achieved, with sales, EBIT and gross profit even being slightly higher than the target.

Continuous management of the development process along the defined change architecture/agenda.

A divisional manager of a globally active manufacturer of medical devices would like to introduce a matrix organisation for one of its products, since the classical line organisation is not profitable.

Appraisal of the current line management processes (incl. employee behaviour, duration and effectiveness of the activities, effort/costs in the organisation/processes).

Development of a scenario whereby 45% fewer resources achieve the same sales results and sustainably increase earnings (EBIT).

Conceptualisation and definition of the success factors, including the competencies in the matrix, such as leadership in the matrix, how employee success is achieved, the (communication) behaviour in the matrix, customer contact management and the processes.

Differentiated implementation planning and implementation via tiered workshop processes (large-group formats, follow-up team workshops, individual coaching)

Celebrating accomplishments. Ensure via regular workshop and meeting formats the continuous development of competences in the matrix structure.

Economically successful, no sales decline during or after the introduction.

Continuous management of the development process along the defined change architecture/agenda with regular monitoring of the success.