Chi­na

• Organ­i­sa­tion­al devel­op­ment in the Mid­dle King­dom – from the first pio­neer­ing steps to a man­u­fac­tur­ing com­pa­ny with over 400 employ­ees.
• West­ern Euro­pean val­ues + Chi­nese cul­ture + mutu­al appre­ci­a­tion = joint suc­cess.
• Build­ing local per­son­nel and organ­i­sa­tion­al devel­op­ment exper­tise.
• Devel­op­ment and imple­men­ta­tion of var­i­ous train­ing pro­grammes for key employ­ees and man­agers.

Bel­gium / France

• Com­­pa­ny-wide intro­duc­tion of a new col­lab­o­ra­tion mod­el.
• Lead­er­ship devel­op­ment and sup­port for the gen­er­a­tional change in a fam­i­ly busi­ness.
• New Work in the “fac­to­ry of the future”.
• Reori­en­ta­tion of the mar­ket organ­i­sa­tion.
• Suc­ces­sion and han­dover plan­ning for key employ­ees in a cul­tur­al and gen­er­a­tional mix.
• Stake­hold­er com­mu­ni­ca­tion con­cept for a com­pa­ny sale.
• Man­age­ment and team devel­op­ment.

New Zealand

• Earth­quake in Christchurch: Emer­gency aid and team man­age­ment.
• A retail company’s mar­ket pres­ence is boost­ed and their team strength­ened through care­ful inte­gra­tion.
• Bond­ing part­ner­ship; employ­ees and cus­tomers take part in per­son­al­i­ty and team devel­op­ment togeth­er.
• “His­toric mile­stone” in team devel­op­ment in Wai­t­an­gi.

Aus­tralia

• Align­ment strat­e­gy becomes the key to suc­cess­ful com­pa­ny inte­gra­tion.
• We trans­form a tra­di­tion­al com­pen­sa­tion scheme into a com­pre­hen­sive fair­ness pack­age.
• Shared lead­er­ship also works in a clas­si­cal man­age­ment set­ting.

India

• Sup­port­ing a young team with mar­ket devel­op­ment.
• What does strat­e­gy look like when time is not seen as lin­ear, the unex­pect­ed is nor­mal and con­trasts could hard­ly be greater.

Sin­ga­pore

When par­tial suc­cess­es are reg­u­lar­ly fol­lowed by set­backs, skills do not meet indi­vid­ual expec­ta­tions and con­sult­ing is pushed to its lim­its …

Brazil

Cul­tur­al­ly appro­pri­ate imple­men­ta­tion of organ­i­sa­tion­al and per­son­nel devel­op­ment tools in an ever-chang­ing envi­ron­ment.

Greece

Nav­i­gat­ing the way out of a dif­fi­cult eco­nom­ic sit­u­a­tion by tak­ing small steps togeth­er.

Viet­nam

Online facil­i­ta­tion and sup­port for the change process in a local sales organ­i­sa­tion dur­ing Covid-19.

Aus­tria

• Estab­lish­ing and con­sol­i­dat­ing glob­al cor­po­rate, organ­i­sa­tion­al and per­son­nel devel­op­ment for a glob­al mar­ket leader
• Found­ing and devel­op­ing a glob­al inhouse con­sult­ing organ­i­sa­tion; train­ing and fur­ther edu­ca­tion of an inter­na­tion­al team of con­sul­tants
• Devel­op­ment of a glob­al dig­i­tal train­ing and fur­ther edu­ca­tion pro­gramme (blend­ed learn­ing)
• Posi­tion­ing a non-prof­it organ­i­sa­tion and its branch offices in nine provinces
• Teach­ing “Inter­cul­tur­al Com­mu­ni­ca­tion and Con­flicts” at the Uni­ver­si­ty of Inns­bruck

Por­tu­gal

Build­ing trust in a change process that lacks trans­paren­cy.

Rus­sia

Cre­at­ing a com­mon work­ing basis in a hier­ar­chi­cal and scep­ti­cal envi­ron­ment against the back­drop of a sig­nif­i­cant city/country divide (aid­ed by inter­preters).

USA

• Com­pa­ny train­ing and devel­op­ment pro­grammes in the US con­text
• Tak­ing over from the pio­neer gen­er­a­tion and intro­duc­ing organ­i­sa­tion­al for­mats in the con­text of New Work chal­lenges

Cana­da

How can a small team of more than a dozen dif­fer­ent nation­al­i­ties and cul­tur­al back­grounds suc­cess­ful­ly devel­op the mar­ket of the sec­ond largest coun­try in the world?

Tunisia

Cut­ting the cord from the French par­ent com­pa­ny and estab­lish­ing an inde­pen­dent cor­po­rate unit for the Maghreb states.

South Africa

• Build­ing an under­stand­ing of self-respon­si­­bil­i­­ty with­in the com­pa­ny and sta­bil­is­ing the team after anoth­er polit­i­cal upheaval.
• Dri­ving net­worked col­lab­o­ra­tion between mem­bers of a new man­age­ment team spread across sev­er­al loca­tions in the coun­try.

Switzer­land / Ger­many / Liecht­en­stein

• Reori­en­ta­tion and cus­tomer com­mu­ni­ca­tion for a pre­mi­um brand.
• Con­cep­tu­al­i­sa­tion, imple­men­ta­tion and sup­port for an employ­ee buy­out in Germany/Switzerland.
• Design, sup­port and con­sol­i­da­tion for a man­age­ment buy­out.
• Val­ue-based mar­ket pen­e­tra­tion and devel­op­ment of a cus­­tomer-cen­tric employ­er brand.
• From com­mis­­sion-dri­ven sales­peo­ple to a sales team focussed on expand­ing mar­ket share.

Mex­i­co

• Team­ing up with Sales and Mar­ket­ing to devel­op new approach­es to enhance cus­tomer val­ue.
• Fun and cre­ative team devel­op­ment to strength­en the cul­ture and as a key to con­nect­ing a team of lone wolves.

Polen / Ukraine / Ruma­nia

• Over­com­ing ini­tial feel­ings of cau­tion and scep­ti­cism through years of per­se­ver­ance, con­ti­nu­ity and grow­ing appre­ci­a­tion.
• Sup­port­ing the devel­op­ment of a high­ly net­worked organ­i­sa­tion on the basis of shared respon­si­bil­i­ty.
• A high­ly moti­vat­ed, eager-to-learn and com­mit­ted team take organ­i­sa­tion­al devel­op­ment into their own hands – how can we rein them with­out demo­ti­vat­ing them, main­tain the momen­tum and still guar­an­tee the nec­es­sary process­es and struc­tures?
• Sup­port­ing the new­ly appoint­ed man­ag­ing direc­tor and local team after a sud­den depar­ture.