Organisational Diagnosis

What is going on in my area of responsibility?
Questions regarding the state of your own area of responsibility become the central focus if, for example,

• periods of absence become more frequent than usual,
• drops in quality increasingly become a feature of day-to-day business,
• there are fewer and fewer traces of corporate values in your own area.

Or simply if

• change initiatives are planned and you want to get an idea beforehand of how willing your team is to embrace the change.

What could help you?
A clear image of the current ability and willingness to perform enables you to assess the current situation in your area, forming the basis for further discussion. You receive information on

• the existing state or current capacity of your organisation (strengths and weaknesses),
• the wishes and expectations of those affected.

All these can be starting points for improving or changing performance levels and satisfaction in cooperation.

How do we work?
In selected individual or group interviews, we examine the views of those affected in connection with the current problem.

• We record the results and compile a report and/or a presentation for you on the current state of your organisational unit: strengths and weaknesses of the system and the expectations of those affected regarding the changes.
• We discuss the results with you, describe existing interactions in your organisation from our external perspective and compile an approach for you to follow upon request.
• We also offer to develop a detailed process for you to work through and will support you in its implementation.

Strategy Development

Are we still doing the right things?
A look at the market and the resulting comparison with your own performance capability leads to regular questioning of the current business development, both internally and externally:

• Which competitive dynamics do we face?
• Which trends do we need to adapt to in our line of business?
• Where do our strengths lie? What are our weaknesses?

What could help you?
Discussing your own current market position serves to examine the competitiveness of your area of responsibility. Early warning signals on the market are identified and examined with regard to your area's performance capabilities. Strategic options for your internal and external actions are now available for decision making.

• Which new markets and potential customer groups do we need to adjust to?
• For which customer requirements should we find a solution?
• What effects do our current assumptions have on our performance and workflows?

How do we work?
Together with you, we develop a process for strategy analysis or acquisition.

• We support your exchange with the management team within the scope of workshops or group discussions.
• We guide you and your team through a systematic process of analysing, evaluating and developing strategic options, right through to positioning and implementation.

Change Design

How do I encourage people to embrace planned changes?
Successful changes in companies, such as the optimisation of workflows or stronger customer orientation, always entail changes in the attitude and actions of those affected. In your position of responsibility, you therefore need to ask yourself: "How can I win over my team for a planned change?" It's of little use to you to implement something if those affected are not prepared to help shape the process and contribute to its success. You know what they say: "Discussions should take place during a change process, not after it!"

• What is the need for a planned change?
• How do I succeed in getting my thoughts across to those affected?
• How can I involve those affected without relinquishing control of the situation?

What could help you?
A persuasive communication concept creates the basis for enthusiastic cooperation from those affected. As your ideas progress, you involve more and more people in shaping how things will proceed. Before each subsequent planned step, you examine the current status of the change process and check the plans for the next step.

How do we work?
Together, we develop a clearly structured procedure for implementing the planned change which is comprehensible to all those involved. In so doing, we rely on the involvement of those affected. Before proceeding further, however, we clarify how the planned change is to be communicated, as it needs to be persuasive!

• What is the need for the change?
• What benefits will emerge on balance for those affected?
• How can you achieve participation on a partnership basis and encourage a degree of personal responsibility and self-organisation?

We accompany you every step of the way in implementing the planned process and maintain transparency on the current status of the change through regular interim appraisals.

Competence Development

Which knowledge and skills will we need tomorrow?
The answer to this question is of course related to the strategic decisions which shape your company's development over the coming years.

• Does a decision on an expansion strategy mean that you need to take the first steps in the development of international project managers?
• Would you like to develop a technological advantage in the coming years and are you looking for opportunities to build the expertise associated with this?
• Do you want a different type of management in future to stimulate and support business initiatives by your employees?

What could help you?
A clear analysis and evaluation of your company's strategic guidelines is one side of the coin. The other consists in assessing your team's current strengths. This generally reveals a large disparity between the status quo and what you are aiming to achieve, which gives indications on how to further develop certain knowledge and skills.

Different types of development measures pick up on the resources you currently have in place and design a learning environment that points the employees concerned towards your goal efficiently and effectively, enabling them to act under their own authority and as agreed.

How do we work?
Together with you, we analyse your team's current level of competence and then compare this with the requirements of the strategic line of approach. We draft learning architectures and designs which create a comprehensible learning process for everyone involved. When doing so, we take into account the learning culture in your company to ensure that the way in which knowledge and skills are acquired matches the possibilities and needs existent in your company.

We also discuss with you what needs to be left out, as focusing on certain fields of development always entails prioritising learning projects.

Development Orientation

HR-department: Are we doing the right things right?
Every day staff development and organisational development measures are carried out in order to optimise value added processes, further develop competencies or strengthen the company's performance using another means of communication. And things are probably being done right! But is it the right things that are being tackled?

• Where in the company do we need to begin our work?
• What development work is required for individuals and organisations, and what isn't?
• Is our own organisation set up correctly?

What could help you?
A clear image of how your development work is positioned in the company will help to answer the question: "Have we got our finger on the pulse of the company's development?" We support you and your team in developing pioneering services and products, which help to implement the company's strategy. In so doing, we answer the questions: "What types of learning will be required in the company in future, and where?" or "What type of customer orientation is required?" and provide tips on how to organize your development work and the team that implements it.

How do we work?
After assessing the current situation of your staff and development work, we establish the positions in the company at which you and your team want to make a visible, long-term impact. This could result in a revision of your product portfolio or how your service provision is organised.

• Where and with what tools can we achieve the greatest leverage in the value-added process in accordance with strategic guidelines?
• Which key positions in the company will be most important in the near future?
• How do we need to organise ourselves to be as close as possible to the needs of our most important customers?