Cor­po­rate devel­op­ment

When change is on the hori­zon, we’ll make sure that you don’t run out of ener­gy, that imple­men­ta­tion works in prac­tice and that you active­ly con­trol the process.

The demands made on an organ­i­sa­tion are as diverse as the colours of the rain­bow! It should be sta­ble and yet vibrant – geared to the mar­ket and employ­ees – offer a bal­anced port­fo­lio of prod­ucts and ser­vices – pro­vide space for devel­op­ment and, above all, be a place where peo­ple like to work.

DNA of the com­pa­ny

The art lies in main­tain­ing an equi­lib­ri­um between sta­bil­i­ty and agili­ty. Too much of one thing can very quick­ly throw the organ­i­sa­tion out of bal­ance. To build on the company’s val­ues, its DNA, so to speak, is essen­tial to intro­duce a clear sys­tem and speak with a sin­gle voice across all areas of the com­pa­ny. If employ­ees and cus­tomers expe­ri­ence first-hand this mind­set and mes­sage, the com­pa­ny will stand out as a cred­i­ble brand.

Peo­ple first mind­set — holis­tic Organ­i­sa­tion­al devel­op­ment

As an expe­ri­enced team of experts in col­lab­o­ra­tion and change process­es, we focus on organ­i­sa­tions with a peo­ple first mind­set that strive for holis­tic organ­i­sa­tion­al devel­op­ment. In con­crete terms, this means involv­ing employ­ees in the process, cre­at­ing devel­op­ment oppor­tu­ni­ties, pro­vid­ing sup­port and empow­er­ing those involved to embrace the new.

Steps towards imple­men­ta­tion

This will only suc­ceed if the organ­i­sa­tion­al devel­op­ment mea­sures and imple­men­ta­tion steps take into account and are tuned to the chal­lenges of day-to-day busi­ness. So, whether we start with the strat­e­gy or an ini­tial oper­a­tional step, we will make sure that you don’t run out of ener­gy, that imple­men­ta­tion works in prac­tice and that you active­ly con­trol the process

Project exam­ples

  • Devel­op­ment and intro­duc­tion of “Col­lab­o­ra­tion with shared account­abil­i­ty” as an organ­i­sa­tion­al sys­tem
  • Gen­er­a­tional tran­si­tion as an oppor­tu­ni­ty for diver­si­fi­ca­tion
  • Holis­tic suc­ces­sion plan­ning as an organ­i­sa­tion­al devel­op­ment con­cept
  • Design­ing and sup­port­ing a change process­es
  • Inter­cul­tur­al col­lab­o­ra­tion and com­mu­ni­ca­tion in a glob­al busi­ness
  • Val­ues – cul­ture – iden­ti­ty; devel­op­ment and intro­duc­tion of a sin­gle “cor­po­rate voice”
  • Posi­tion­ing and realign­ment of a Busi­ness Unit