To move employees from following a process to being an actively engaged part of your company, embracing new developments, being adaptive and self-regulated is possible when they see a purpose and a clear leadership vision. With that, they can focus their energy on the common purpose and adaptability and change are no special demands
Taking an outside-in perspective our method helps you and your team to clearly identify and define the main purpose of the company as well as the main actors and processes involved. Understanding their demands and requirements the leadership vision can be defined to focus exactly those demands. At the same time, you make sure the perspective taken is your new standard ensuring a future safe organisation.
The path from the actors, interactions, processes to the purpose of your company is clearly defined and the foundation for your leadership vision.
The speed and complexity with which our world is changing is breath-taking. So much so that reflecting on the challenges from a holistic perspective is mostly offset by the demands of day-to-day reactions to change. This usually also reflects the situation that only a few are involved in finding strategies for future development though it is obvious that this is an overload for those few and goes far beyond their capacity. So why not change the organisation to incorporate the understanding and the required change process in its day-to-day work?
The drivers of change – society, technology, science and the environment – have an influence on your organisation that we shift into the limelight in this workshop. What are the concrete influences? Which areas of your organisation are impacted, and how? What to do to be able to lead the way to the future? We discuss the organisational shift and the environment most conductive for the development.
You will have insights regarding the impact of the four areas of change on your organisation. You will also know what conditions need to be in place for your organisation to make the change happen from within.
The dynamics of the market are taking their toll on your organisation. You plan to restructure to meet the challenge. However, the actual issue is not the current structure but rather the adaptability and flexibility of the organisation. How to address these within static structures? Or rather move to dynamic processing?
Taking the outside-in perspective supported by our model we find those processes and actors most imminently involved in fulfilling the customer demands. In a second step we uncover the current dependencies and how those relate to decision making, resource allocation and other tasks. We find the reasons behind the current set up and thus can point into the direction these should be changed. For the best alignment to the purpose of the company.
You get insight into the use of static and dynamic structures in your organisation and how to address the change.
The success of your company depends largely on the dedication toward its purpose. In case the purpose is your customer this means focusing your energy toward the customer. However, you need to know what it is that satisfies the needs and how you can best address them. Adapting roles, processes and attitude.
This coaching is designed to analyse the core needs of your customers. We use an adaptation of value proposition canvas paired with methods of structured analysis to derive those insights. Once defined we pick exemplary processes to check whether the needs are fulfilled or there is a need for alignment.
The documentation will contain structured diagrams and process descriptions. The required adaptations are derived and addressed in a change plan.
In mergers and acquisitions, when integrating employees from other cultural backgrounds but also in negotiations the knowledge about the real cultural drivers is extremely important. Everyone has their own patterns of basic assumptions, their way to communicate and quite often a different meaning to the same words.
The coaching design is based on a systems approach but depends on the topic to address. There are commonalities However, negotiating in different cultures poses a different set of challenges as opposed to the integration of employees.
Foremost is the understanding of the drivers of cultural issues. With that understanding and the tools we deliver you will be in a position to identify possible disruptions and address them accordingly.