Digitization, ‘New Work’, strategic reorientation. These factors challenged executives at our client – a social insurance agency – more than ever before. The requirements for leadership had to be redefined and re-trained.
Together with our client, we reflected on modern leadership roles and the desired strategic orientation. Based on this, we developed a broad-based training program with adapted goals, new methods and materials. Through a hybrid learning architecture developed by us – both classroom and virtual – leadership principles and leadership skills are now trained and anchored in the everyday life of leaders in our client’s organization.
With the newly defined requirements for leaders, hundreds of executives start their new leadership role every year, empowered in knowledge, attitude and behavior. We are particularly pleased with the positive feedback on the training, from participants, trainers and of course our client.
Our client, an infrastructure provider, was undergoing a transformation initiated by its owners. At the same time, the composition of the Management Board changed. In addition, the pressure to perform, which weighed heavily on the company and the Management Board, was considerable.
The new Management Board wanted to not only survive this challenging time, but also shape it as a team. Together we developed a customized team alignment format for the Management Board. In individual and group interventions, clarity and commitment to strategic alignment and cooperation was created. The decisive factor here was the consideration of context, competencies and perspectives of all team members.
Today the board itself is a real ‘high-performing’ team. But our support has not only helped at this level: The transformation of the company has also been successfully completed. Our client is still convinced of the sustainable impact of team development and continues to systematically implement it.
For an industrial company, we supported the introduction of a new matrix organization with business units and technical functions. This change also required a comprehensive cultural change: Silo thinking and old hierarchies had no place in the new system.
Together with our client, we initially planned the cultural change. The anchoring of the new organization and culture started with top managers and was then established throughout the organization. New tasks and interfaces were discussed and reflected upon in a cross-functional team, and we improved the cooperation across the board with agile methods and abandoned silo thinking. To anchor this in the organization, we also relied on the support of internal change agents.
After just over 3 months, the organization was already working in the new organizational structure and the benefits became apparent. In addition, practical support in day-to-day business successfully identified further optimization needs. A completely new quality of collaboration on core processes could be established.