Our clients value our experience. They know that we have successfully facilitated a large variety of projects in the past and are familiar with the customs of top management. This forms the expert basis for our consulting, facilitation, moderation and coaching services. Our broad and profound know-how guarantees top quality processes and step-by-step achievements.
Five examples from our consulting practice
Shared definition of responsibility
The management board of a medium-sized business wishes to improve the collaboration with the next level of management. The market parameters are challenging, there pressure on margins is high. In the process the multinational team should develop confidence in the strategy and approach, and jointly reconcile gaps. The goal is to balance control and assigned responsibilities, thereby improving the option space.
Clarifying decision authority
A team of nine managers has a multitude of issues on the table which are relevant for success. The authority for decision making is not clearly defined. The company has 40,000 employees worldwide and is experiencing substantial market pressures. Goals of growth and product development have to be reached in order to keep the competitive edge.
Develop a robust leadership culture
The culture in the enterprise is jovial and homey. People like and respect each other, rarely, if at all, offer criticism. People are careful not to hurt each other. In order to achieve the stated goals, management should develop the necessary “punch” and act consistently.
Leaders should lead
When professional competence is the “currency” of the business, daily operations leave little space and time to address issues of leadership. Management is primarily tasked with operative challenges. Consequently, the management board of a mid-sized company wants to establish a new understanding of leadership and develop a comprehensive middle management team with strong leadership skills. This frees up time for the executive management to address questions of strategic orientation.
Leaving the comfort zone
A med-sized company with 400 employees has to improve their market (and thereby outside) orientation. Previously the shareholders were also the customers, this now is changing. Consequently, new entrepreneurial challenges arise, such as pricing, competition and compliance. In view of these competitive challenges the planned transformation requires an adjustment of the management mindset and an aligned leadership culture.