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reference-projects

Transformation

Leadership Team Development and Realignment of Country Organization
Role:

Consulting and supporting within the framework of a realignment of a sales organization of a country organization

Goal:

Promotion of cross-functional collaboration within the leadership team and with Sales and Marketing, as well as with the back-office teams. Support during the strategic realignment of the country organization.

Actions:

Set-up of a team development process within the leadership team as well as a continuous sparring and monitoring process, in order to ensure the effectiveness and sustainability of the team development measures. Implementation of change readiness sparring dialogues, in order to determine the individual needs. Measures to increase the level of cross-functional collaboration within the company. Support of the general change management including communication and implementation measures such as workshops, trainings and coachings. One major event for all employees to increase the acceptance and motivation towards the realignment is part of the program.

Transformation to an integrated market development
Role:

Transformation consulting, change accompaniment and operative suppor

Goal:

Meet the requirements and needs of the various stakeholders. Create a reliable management buy-in and strengthen the managers for their tasks. Improve cross-functional collaboration. Remove possible resistance from directly and indirectly affected people. Offer employees an attractive perspective and enable them for future requirements. Increase the possibility of creative contribution and strengthen self-responsibility and self-effectiveness. Ensure a well-timed, transparent and honest communication.

Actions:

Assessment and reconditioning of currently available concepts, results and findings as well as implementation results and learning, kick-off workshop with directly affected people and participants, involvement of stakeholders, workshop and meeting with project teams, interviews with selected participants from different departments, development of a detailed change plan, continuous update of the impact and risk analysis for organizational units and development of solution approaches, establishment of a change controlling unit, development, alignment and update of a transition timetable, team workshops, change management, sparring and coaching for executives, further operational support.

Transformation Agile Forms of Work
Role:

Transformation consulting and change accompaniment and operative support

Goal:

Development and implementation of a dual operating system in the controlling and IT department and additional departments. Development of agile forms of work for the improvement of customer and employee satisfaction. Interlocking with existing initiatives. Involvement of executives and employees. Remove possible resistance from directly and indirectly affected people. Offer employees an attractive perspective and enable them for future requirements. Increase the possibility of creative contribution and strengthen self-responsibility and self-effectiveness. Ensure well-timed, transparent and honest communication.

Actions:

Development and implementation of agile networks. Creation of a core team and numerous network teams. Creation of a expert network and integration into the agile network. Preparation and support of the executives during transformation. Qualification of all participants.

Realignment of leadership development culture
Role:

Consulting and accompaniment during the conception and realignment of the leadership culture and leadership development and following implementation of a systematical and systemic leadership development in various departments.

Goal:

Promotion of a new understanding of leadership and a massive increase in leadership effectiveness with respect to company-wide challenges. Flexible and fast response to strategic challenges of the company. Creation of a common understanding of topics such as strategy, understanding of leadership and the procedure in individual departments. Promotion of a cross-functional collaboration and the integration of leadership teams. Increase of flexibility and agility in order to adapt the changing requirements

Actions:

Establishment of a systematical leadership development process, which is primarily concerned with the formation of a guiding coalition, creation of a common understanding of leadership, attitude in leadership situations and a common understanding of strategy. Coordination of a common leadership development process, horizontally in leadership teams as well as vertically in the individual departments. Implementation of common workshops for all executives of each department to synchronize the complied topics. Creation of a sparring and monitoring process to ensure the effectiveness and sustainability of the measures. Part of the program is the design and implementation of large-scale events for all executives and if so desired, all employees of the departments, to increase the acceptance and motivation for the change. At the same time, agile networks and other agile forms of work are introduced in individual departments in order to give employees the opportunity to advance strategic initiatives bottom-up.

Realignment within IT
Role:

Transformation coach and change support.

Goal:

Support during the implementation of a new IT organization according to the new strategy, strengthening of the cross-functional collaboration in the newly introduced structure, anchoring of the new leadership and role understanding within the individual organizational units and synchronization between the units. Establishment of a tailor-made change project in order to harmonize the whole cultural transformation process, operationalization and implementation of the new leadership principles. Introduction of agile networks in order to practice a bottom-up adoption of responsibility during change

Actions:

Systemic and systematical leadership-team-building. Project planning and monitoring, design and implementation of a change road map, development and implementation of leadership measures, development of a leadership culture, teambuilding and stabilization, measures in order to include employees (agile networks), promotion of cross-functional cooperation within the new organization, integration of health-oriented leadership measures.

Realignment of complete leadership development
Role:

Consulting and support in the conception of the realignment of the leadership development and following implementation of a systematical and systemic leadership development in various departments.

Goal:

A massive increase in leadership performance with respect to company-wide challenges. Flexible and fast response to strategic challenges of the company. Creation of a common understanding of topics such as strategy, understanding of leadership and the procedure in individual departments. Promotion of a cross-functional collaboration and the integration of leadership teams. Increase of flexibility and agility in order to adapt the changing requirements.

Actions:

Establishment of a systematical leadership development process, which is primarily concerned with the formation of a guiding coalition, creation of a common understanding of leadership, attitude in leadership situations and a common understanding of strategy. Coordination of a common leadership development process, horizontally in leadership teams as well as vertically in the individual departments. Implementation of common workshops for all executives of each department to synchronize the complied topics. Creation of a sparring and monitoring process to ensure the effectiveness and sustainability of the measures. Part of the program is the design and implementation of large-scale events for all employees of the departments to increase the acceptance and motivation towards the realignment as well as the implementation of agile networks in the individual departments to promote also bottom-up strategic initiatives.

Management workshop with the middle and the upper management
Role:
  • Moderation, assessment and coaching during the management workshop in order to promote high potentials.
Goal:
  • Intensive knowing and promoting of high potentials and creation of a basis for a tailor-made and efficient allocation of management jobs. Get to know the requirements of the next higher executive level. Location determination and development of new competencies.
Actions:
  • Sharpening of the positioning as executive and preparation for the upcoming tasks in the upper management. Creation of business cases, leadership cases and strategy tasks. Reflection and feedback after each exercise with the other participants and coaches as well as with representatives from the upper management.
Transformation agile forms of work
Role:
  • Transformation consulting and support and operative support.
Goal:
  • Development and implementation of a dual operating system in the Customer Operations department and additional departments. Development of agile forms of work for the improvement of the customer and employee satisfaction. Interlocking with existing initiatives. Involvement of executives and employees. Reduction of possible resistance from directly and indirectly affected people. Offer employees an attractive perspective and enable them for future requirements. Increase the possibility of creative contribution and strengthen self-responsibility and self-effectiveness. Ensure a well-timed, transparent and honest communication.
Actions:
  • Development and implementation of agile networks. Creation of a core team and numerous network teams. Creation of a expert network and integration into the agile network. Preparation and support of the executives during transformation. Qualification of all participants.
Value Based Organization and Value Based Leadership
Role:
  • Consulting and project lead.
Goal:
  • Development of a value based organization. Involvement of employees during the value process (bottom-up-initiatives) and development and implementation of a program for executives in order to promote value based leadership.
Actions:
  • Collection of values, prioritization and operation at employee and executive levels; implementation of a company-wide value discussion with different formats (e.g. value-walks) with active participation of about 1000 employees. Training and support of value ambassadors. Development of a company-wide voting process (the central company values were selected with the active participation of all employees). Deduction of value based leadership trainings for executives in order to act according to the new values during leadership actions.
Vision process with new leadership understanding
Role:
  • Consulting and support of various project teams during the development of a vision and of a new leadership understanding.
Goal:
  • Support of vision development and implementation in the organization. Development of a matching new leadership understanding as well as associated leadership tools. Qualification of executives dealing with the new understanding and the new tools.
Actions:
  • Coaching of board members during the transformation process, consulting of project groups (vision, leadership understanding, leadership tools etc.). Moderation of employee meetings, training planning and implementation, consulting during the development of company agreements, moderation of strategy workshops in the upper management circle, design and implementation of innovative team and organizational development measures, implementation of team feedback methods top down in all business units.
360° feedback talks with subsequent workshops
Role:
  • Implementation of 360° feedbacks with feedback talks and derivation of workshop content for three management levels.
Goal:
  • Improvement of leadership performance and collaboration in the management team during change. Sustainable strengthening of team spirit and trust between executives. Creation of a common team understanding, strengthening of cooperation motivation, active shaping of oncoming changes, constructive handling of change and conflicts. Strengthening of willingness to accept and delegate responsibility. The team is future-oriented whilst thinking out of the box and unites business interests and personal interests better. The results achieved will be anchored in the long term.
Actions:
  • Creation of a semi-standardized interview guide for the feedback talks, based on the results of the 360° feedback and the advance information from HR. Individual topics and topics concerning the whole team are derived by means of the interview guide and these topics are then integrated into the workshops. Implementation of leadership and strategy workshops on three management levels on the topics of team, leadership and strategy during change.
Realignment of the event management department
Role:
  • Consulting and support within the framework of the realignment of the event management department.
Goal:
  • Reorganization of the whole department, including event management. A more stringent structure with the goal of reduction of direct reports. Appreciation of leadership roles in the new department. Trouble-free distribution of tasks and reallocation of persons. Ideal placement of executives and experts. Coaching and support during implementation.
Actions:
  • Strategic planning with executives. Workshops with affected people. Implementation of task analysis. Development of proposals for realignment. Coordination and implementation of change management measures.
Reorganization of the factory management organization
Role:
  • Consulting and support within the framework of a reorganization of the factory management organization (e.g. technical service and engineering).
Goal:
  • Promotion of a cross-functional collaboration within the leadership team and change consulting of the strategic realignment of the department, including culture development through executives.
Actions:
  • Team development within the leadership team in preparation for the realignment. Consulting of the strategy team on the development of goals, design criteria and reorganization. Consulting and support of the project group during the organizational and cultural implementation of the reorganization.
Project lead – New business model Event Services
Role:
  • Project lead
Goal:
  • Realignment of the event services department with focus on a performance portfolio with an ideal customer benefit and positioning of an ideal business model with partnerships with external event agencies: aiming to achieve volume flexibility and concentration on activities with the greatest possible internal added value.
Actions:
  • Phase 1:

Positioning of a project organization and project plan (roles and responsibilities, stakeholder groups, project documentation), confirmation of vision and strategy, inspection of performance portfolios on maximum customer benefit, request for proposal, out-tasking. Evaluation of external event agency partners and preparation for a selection decision (determination of the usage of the same workflow tools as the external event agency and include this in the business case, prepare management presentation, create business case, create timetable for the whole implementation), change management: communication plan, involvement of required stakeholder (e.g. HR, IT).

  • Phase 2:

Preparation of out-tasking to selected partners (set up interface processes, define responsibilities, create timetables, tool acquisition (mandate, rights, trainings)), implementation of out-tasking (mainly performed through the customer), change management for employees (communication, celebrate successes, involvement, trainings for new competencies and new mindset etc.).

Support of IT-change at Global IT
Role:

Project lead and change support

Goal:
  • Support during the implementation of a new IT organization according to the new strategy, reduction of change resistance for employees, build up of change competencies within the whole organization, set up of tailor-made change project in order to harmonize the whole transformation process, realization of change, including cultural development within the organization and promotion of collaboration within IT organization.
Actions:
  • Project planning and monitoring, design and creation of a change road map and a governance model of the change processes as well as definition of roles and responsibilities, development and implementation of leadership measures, development of a leadership culture, teambuilding and stabilization, measures for involvement of employees and monitoring, promotion of a cross-functional cooperation within the new organization, support during the development of relevant documents (e.g. job descriptions), worldwide support during change processing. Preparation of job descriptions.
Change support during the post-merger integration in the technical department
Role:
  • Post Merger integration consulting and support.
Goal:
  • Change support during the post merger integration in the technical department. Promotion of cross-functional collaboration. Recognizing and positioning of the right person for the right job. Development of a leadership coalition that steers the transformation into the new composition and ensuring collaboration within the new organization. Transporting a new leadership and role understanding into units.
Actions:
  • Forming of a guiding coalition from head of department and direct executives. Talks with top executives (managing directors and head of department) in order to survey the starting position, opportunities and risks, commonalities and differences, and create a detailed concept. Consulting and sparring of executives during the process. Workshop series with leadership team (shared goals, role understanding, leadership during change, joint serving as role model during change, coordination of communication etc.). Conflict management: support during the whole process in order to solve problems as quickly as possible. Workshops and other business-relevant measures to anchor and synchronize. Consulting and active support during the preparation and implementation of a communication plan for the overall process. Consulting and active support during the change project. Transition planning and onboarding of new executives.

Team

Sparring & Monitoring in the sales department
Role:
  • Sparring & Monitoring in the sales department
Goal:
  • Promotion of cross-functional collaboration within the leadership team and consulting and leading the change management of the strategic realignment of the department.
Actions:
  • Sparring & Monitoring. Shadowing. Moderation of team-offsites: Feedback and leadership culture, work on current topics, deepening of exercise in order to get to know the different organizational units better, support during the implementation of the goals. Regular reviews in order to analyze developments and align and make systemic readjustments.
Cross-functional collaboration within the plant management
Role:
  • Consulting and support within the framework of reorganizing the plant management organization (e.g. technical service and engineering).
Goal:
  • Promotion of cross-functional collaboration within the leadership team and change consulting of the strategic realignment of the department with culture development through the managers.
Actions:
  • Team development within the leadership team in preparation for the realignment. Consulting the strategic team in matters of goal development, design criteria and reorganization. Consulting and support the project group in organizational and cultural implementation of the reorganization.
Conception and implementation of 360-degree-feedbacks with subsequent workshop
Role:
  • Conception and implementation of 360-degree-feedbacks, implementation of feedback talks and conception and implementation of a workshop with content derived from the talks.
Goal:
  • Use of the results of the 360-degree-feedback to identify strengths and weaknesses of the executives and to derive targeted development measures for the workshops.
Actions:
  • Design of the content and of the online questionnaire. Gathering of self-assessment and feedback from direct superiors (“from above”), selected colleagues on the same hierarchy level (“from the side”) and from direct employees (“from below”). Evaluation of results and derivation of measures as well as formulation of reports. Implementation of development talks. Implementation of a leadership workshop with content derived from the talks.
Sparring & Monitoring in the department „Human Resources“
Role:
  • Sparring & Monitoring within the HR leadership team.
Goal:
  • Promotion of cross-functional collaboration within the leadership team.
Actions:
  • Sparring & Monitoring. Shadowing. Moderation of team-offsites: Feedback and leadership culture, work on current topics, deepening of exercise in order to get to know the different organizational units better, support during the implementation of the goals. Regular reviews in order to analyze developments and align and make systemic readjustments.
Development of a feedback culture with the help of 360° feedback
Role:
  • Conception and implementation of 360° feedback.
Goal:
  • Implementation of a 360° feedback tool as an element of leadership development. Using the results in order to show strengths and weaknesses of the leaders and to plan targeted development measures.
Actions:
  • Design of content and online tool for the survey. Gather self-assessments and feedbacks from the direct superiors (“from above”), selected colleagues on the same level (“from the side”) and from direct employees (“from below”). Evaluation of the results and planning of measures, as well as composition of reports. Implementation of development interviews.

Training

Professional facilitation of meetings & workshops
Goal:
  • Lead and facilitate meetings and workshops in an efficient and satisfying way to inspire people and achieve sustainable results.
Actions:
  • Role/s of the facilitator. Strategies to deal with the role-mix. Discovery of different kind of meetings/workshops. Key elements of meeting preparation. Usable documentation and reasonable monitoring subsequent to the workshops/meetings. Effective handling of meeting minutes. The five-step facilitation process. Tools and methods to involve participants and gain commitment and ownership. Media to support the facilitation process. Achieving sustainable results. Motivational knowledge of human nature. Handling difficult situations and participants. Dealing with conflicts.
Change Management
Goal:
  • Promotion of an understanding for own reaction and reaction of others in change situations. Development of coping strategies and ability to take control of own destiny. Anchoring of individual strengths whilst dealing with change.
Actions:
  • Emotional reactions during change and ‘mental vaccines’ based on resilience, ‘my best catastrophe’ and what I can learn from it, the top 3 ranking list of our fears and concerns and how we should encounter them. Collegial coaching and casework.
Training program for new executives
Goal:
  • Development of a successful change of roles from employee to executive. Development of attitude and competencies for the following topics: How do I lead myself?, how do I lead others?, how do I lead teams?. Preparation for management task and support during the first 100 days. Anchoring of the most important principles, rules and criteria for a successful entry as executive.
Actions:
  • Tasks, requirements and principles of successful management. The leadership styles. Situational and type-appropriate leadership. Dealing with the conflict potential and diversity of the function. Analysis of own working and leading preferences and learn how to cope with different employee personalities. Learning about the most important aspects of professional communication. Recognizing the importance of own life balance and reflections on gender awareness within this context. Practice of leadership tools. Lead teams in performance phases.
Leading position as development goal
Goal:
  • Clarification of requirements for the leadership role, preparation of the first steps as executive, transfer of basics of effective leadership.
Actions:
  • The leadership role: obligations and loyalty, how to handle area of tensions of management (expectations of employees, own executive, company). There are many different requirements for an executive. Which possibilities does an executive have in order to deal with these requirements? (e.g. resilience, prioritization), the main tasks as manager, main principles of effective leadership, findings of motivational research and consequences for effective leadership, requirements in regard to modern leadership: variable leadership (situational and people-orientated leadership), self-reflexion with the help of the W.E.R.T.-model, analysis of strengths and weaknesses with regard to the leadership role, deduction of personal development steps, personal location determination: is the leadership role an appropriate perspective from my personal point of view?
Support of a high-potential development program
Role:
  • Implementation of a development program for high potentials.
Goal:

The target group works on a joint project. At the same time, they receive support on various levels by means of seven modules:

  • Content: how project management works and how we can achieve and exceed our goal.
  • Team-oriented: how to be successful as a team – success principles of collaboration.
  • Individually: self-guidance – in a business and private context.
Actions:
  • Creation of a training program with modules e.g. mentor training, career workshop, performance and collaboration in a project, use potentials during change, self-management, understanding of a good team and leadership, business simulation game.
International Leadership Development Program
Goal:
  • Creation of a consistent and value based understanding of leadership, strengthening of the value based leadership competencies during change, consistent usage of leadership tools in country units, update of leadership and management know how and skills.
Actions:
  • Creation of a common value based leadership understanding. Value Based Change, Value Based Leadership modules. Strengthening of leadership and management skills such as communicational skills, time- and self-management, recruiting competencies, competency to delegate consequently as well as the use of standard business tools. Promotion of a better understanding of how to influence EBIT and further important key performance indicators. Strengthening of the commitment towards the new group processes.
Development Program Technology
Role:
  • Implementation of a development program in the technology department.
Goal:
  • The department is perceived as a solution-oriented department with visible results (communication optimization). Available capacity for fast reactions. The department is a high-performance team with the right mindset/spirit at all levels, it is proactive (even beyond departmental boundaries) and it is solution-orientated (target, situation, plan). Increase in internal and external transparency. Responsibility is accepted and demanded.
Actions:
  • Creation of a training program according to the theory of the „Five Dysfunctions of a Team“ with the executive, four direct reports and all employees. Accompanying coaching for the executive.
Leadership development program in Sales
Role:
  • Implementation of a development program in the sales department for sales managers and internal sales managers.
Goal:
  • Development of an individual leadership understanding. The executives learn how to take along their employees (e.g. in change situations, with new challenges), development of an individual management understanding, how to manage successfully, implementation of nationwide standards, support of new processes with complete commitment, support and promotion of change and sustainable use of the tool for sales efficiency optimization (dashboard).
Actions:
  • Implementation of a training program with modules on values, change management, leadership vs. management, tools, individual development goals, new structures and possibilities, shaping change and continual optimization. Accompanying collegial case consulting and coaching of the executive.
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