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.

You know that the change in society, technology and science have an impact on your company and management. The understanding of the role of your management will have to change. You will need managers that lead by respect, coaching, motivation and by enabling employees. A manager will develop potentials with empathy and methodological competencies.

A management role is usually defined by industry ideals and standards. But management requirements are highly individual to a company. Which type of management role is required in your environment? How does it influence decision making, delegation or evaluation and feedback? Once defined how to move toward that model?

The understanding of the management types and their systemic influence paired with the requirements and necessities of your organisation give you a vision of how the management role should be defined in your company. The documentation including the development path will guide you through the first iterations.

You do know what must be done to foster identification with employees. Employees want a self-regulated environment, where they can create and test ideas, develop their own space and make the required decisions. You know that it takes the right environment and framework for people to be willing to learn new things and be involved at a high level.

Our workshop is focused on defining the right environment to achieve the desired employee motivation and identification. This will be defined looking at processes such as decision making, delegation evaluation…. The factors and methods for a change to the desired state will be addressed.

The parameters for employee identification and motivation are defined and documented. An implementation path with the main factors to adapt is sketched out.

You want to create a self-learning organisation to meet the demands of the markets, globalisation and technological development. You would like your organisation to be capable of identifying necessary change on its own and also be able to initiate appropriate actions.

Our initial workshop shows how your organisation reacts to change. How change is identified and who initiates the right measures? We derive the best-case scenario from the insights gained. What could be the best organisational set-up in your case to create a self-regulating and -learning environment? We design the areas of change and define the steps and speed of development with you.

As a result of the coaching you will have a clear and documented understanding on the preferred organisation model. The prerequisites for the shift to that model are defined and you will be able to initiate the change knowing which the areas are from where to start the journey.

In our changing world a shift that has taken place in society is the shift to an employee-driven job market. Companies must differentiate to attract the right potential and retain the existing. Attractivity goes far beyond providing a few amenities. Providing the right environment for a self-regulated, fulfilled workspace is far more important. It is reputation building that attracts employees, customers and partners.

Our workshop is designed to define the parameters for an attractive organisation in your market. We check the status quo and find the changes that are required to make a shift toward a modern environment. These go beyond the definition of artefacts or vision statements. It definitely is an issue of culture.

Some of the basic assumptions of your company are derived and in combination with market alignment will give you a direction that will help develop the attractivity for current and future employees.

Experimenting and taking a risk or two is a normal feature in modern organisations. They prototype, iterate, develop together with their customers. You are in a market where experimenting is required to be competitive and to serve your clients? You need a culture where failure is only considered as such in case there is no learning? Or, you need a defined risk culture.

This coaching identifies which units need to experiment more. We check how failure is dealt with and what the standards for risk culture are. We check areas such as knowledge sharing and access to information, evaluation and feedback. Out of these findings options for adaptation are derived.

The documentation you will receive contains both the “what” and the “how-to” regarding your desired level of risk-culture and experimenting. It also contains the “why” derived from the level of innovation required thus giving all involved the right motivation.

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