A strategy is only as good as its implementation.
Soft facts matter.
Many companies - managers and employees - are overburdened these days. This is because an increasingly complex and dynamic environment, the continuously intensifying competitive pressure and the associated permanent pressure to change present them with new challenges. They feel that yesterday's solutions are today's problems. That old success patterns, management approaches and tools no longer work. They are realizing more and more that the company's performance can no longer be sustained and improved in this way.
The focus is therefore on the question: How are the necessary transformation processes to be mastered in order to acquire the skills critical to success for the VUCA world and to develop further in the age of digitalization?
We observe that most companies are too focused on optimizing the outside world in the direction of the customer - on strategy, structures and processes. This is merely a necessary, but not a sufficient condition for top performance and sustainable success. In a digitalized world, corporate culture and thus the ability to adapt and change determines the survival and future viability of organizations. Studies show that corporate culture has a significant influence on financial performance. According to these studies, around 40 percent of the profits generated by a company can be attributed to the social competence of its management (Kienbaum). It is therefore crucial to take an external perspective on the market in order to broaden the internal perspective on employees and corporate culture to a greater extent.
Against this background, the basis of our consulting approach for corporate and organizational development are the latest findings of high performance organizations and high performance organizations as well as their schools of thought, methods and tools. This is because, in addition to the hard facts, we aim to develop the soft facts (soft power) in order to enable sustainable change.
Our competences
Transformation
We understand transformation to mean accompanying you in the initiation and implementation of change programs in order to be able to react adequately to new market and customer requirements. We support you in increasing the readiness for change within your organization, strengthening the implementation capability and ensuring sustainable results. We provide consulting services for all key change and turning points. Be it growth, service or innovation initiatives, re-organizations or cost reduction and efficiency programs - each combined with the necessary cultural changes...
Corporate innovation
In the context of the current upheavals and technological changes, it is more important than ever to make one's own organization capable of learning and adapting and thus fit for the future. The basic prerequisite for this is a corresponding agile working and innovation culture. Only in this way can new products and services, as well as new business models, be developed and the organization transformed. The key question is therefore: How do we adapt organizational and workforce capabilities to the new framework conditions? Our answer: To promote innovation, employees with good ideas need freedom to experiment and inspire each other. Our approaches make it possible to identify promising ideas, scale them and at the same time change the organization as a whole...
Digitalization
Digitization in today's working world is more than just a technological trend. It is a long-term and profound change that affects not only tools, but also content and processes. A phenomenon that changes the rules of the game by which work and learning function - New players. New rules. New game...
Data Driven Company
Digitization requires a new organizational design in order to be able to use the new possibilities of "big data" as business innovations at all: a data-driven organization. As is well known, it is not enough just to collect data; the decisive factor is how the data is linked to the company's performance. At the same time, many companies and their managers know what a data-driven organization looks like in principle: Forward-looking instead of "in the rearview mirror", with new methods and data analysis tools, a new generation of experts with Data Scientist & Co. as well as new metrics for performance management.
Human Resources
Away from the classic support and special function to a co-designer and driver of transformation: The function of HR has changed in recent years. HR is now seen as a key success factor in organizational and corporate development. All the more so in the context of digital transformation. A new role model for the HR function is required. Thus, different "operating systems" become necessary. On the one hand for the classic "old or run business", on the other hand for the new "change business" with technology, data and process management competence...
Customer Centricity
Never before have new technologies offered the opportunity to get so close to customers, to understand them, and to respond specifically to their needs. There is no shortage of information and data in the digitalized world. Yet the reality is different. Even after decades of efforts to increase customer orientation, there is still clear potential for improvement. This is also the good news...
Distribution
Even today, despite all the processes, methods and software tools, sales is still characterized by stochasticity. Even successful salespeople and sales teams often do not know what actually makes them successful.
We accompany sales organizations and their teams in taking the next performance step. In this way, we develop an effective sales structure and system that fits the respective culture: It is scalable and at the same time takes into account the heterogeneity of the sales areas and their people...