Nothing is as constant as change. Initiating and shaping change in companies is therefore a key task for managing directors. Unfortunately, only a few change processes actually lead to the hoped-for success. In our training programme, you will receive concrete practical knowledge and valuable impulses to lead change to success.
The SME sector is the engine of our German economy. This makes it all the more important that the generational change at the top of medium-sized companies is successful. We support medium-sized companies in shaping this change in personnel and the associated cultural change and leading it to success.
In this article, you will learn how the planned generational change can succeed.
Recent years have shown that companies - regardless of size - are much more challenged to change in shorter cycles and sometimes more profoundly.
In order to remain competitive in a volatile environment, many companies are questioning their culture and initiating cultural changes. Success depends on various factors, including to a large extent on the executive managers. They have a key role in this change process. Read this article to find out what tasks are associated with this role.
How can the change towards a modern leadership culture succeed?
The BLANC & FISCHER Group from Oberderdingen joined us on the path of this cultural change at the beginning of 2022.
Bernd Kratochwille, Head of Corporate Human Resources, in conversation with Sabine Walter, gives a very good overview of the procedure, the challenges and critical success factors in this process of change.
"We've always done it that way!" is probably the most common killer phrase when it comes to defending the familiar and hindering or stopping new ways, ideas, improvements; in short, change. In this article, I give seven courses of action to help minimise the number of killer phrases, i.e. the frequency of resistance. The eighth recommended action shows you how to rhetorically debunk killer phrases.
Many companies, including medium-sized ones, are questioning their tried and tested structures and organisational forms. The desire for more agility, the workers' demand for greater scope for creativity and more self-determination, skills shortages and increasingly complex business challenges bring the multi-level hierarchy to its limits. Team-centred and role-based working is pushing to the fore. But how does this structural change succeed?
"Change should become the most natural thing in the world in our company." Many managers are often not aware of what this means. Because the willingness and ability to change only becomes a natural part of a corporate culture when there is trust at all levels.
In this article, we share our experiences and give managers very specific tips on which levels of trust are most important if this cultural change is to succeed.
Communication is a key in change processes. Many managers underestimate this, do not communicate convincingly enough or communicate too little and contribute to the fact that the desired change goal is not achieved or is only achieved with considerable additional effort or that employees fall by the wayside during the transformation process.
That is why this article is about four questions:
What needs to be communicated?
What does a convincing change story look like?
Which channels should be used for communication?
How often to communicate?
In the context of transformation processes, many fundamental decisions have to be made. How quickly organisations manage to make these decisions in line with the desired goals also determines the success of the transformations. However, managers are often caught in the dilemma of wanting to involve as many members of their organisation as possible in the decision-making processes on the one hand, but having to deliver results quickly on the other. In this article, we give recommendations for action that help to resolve the dilemma and find a productive decision-making culture.
More and more companies are working agilely or are at least converting individual company areas to agile working. Such "pilot areas" are, for example, IT or the innovation area.
Regardless of whether an entire company changes its culture or only sub-areas undergo this change, this process rarely succeeds smoothly. In this article we outline the different phases involved in an agile transformation and present what we consider to be the critical success factors.
We are in a transformation. In a transformation from an industrial to a digital society. This transformation is accompanied by drastic changes. Therefore, in this article we address three questions: What is a transformation? What distinguishes it from change? Why is it important to lead a transformation and not just manage it? We also provide recommendations for action to lead transformation processes to success.
Change is part of everyday life in today's world. But that does not mean that they succeed. Studies show that three quarters of all change processes initiated in companies fail. Reasons for this include a lack of transparency and emotional, even fear-driven discussions. Critical thinking is both an attitude and an instrument. In the first step, it helps to comprehensively analyse facts in order to communicate them convincingly in the second step.
Many companies that agile working The companies that are introducing agile work expect shorter development times, more innovative products or a shorter time-to-market. They are convinced that agile working will enable them to react faster to changes and maintain or restore their competitiveness. So much for the theory. Here, too, practice shows every day anew that there is more to it than painting a new organisational chart and renaming employees Agile Coaches, Scrum Masters and Product Owners.
Current studies show that only about a quarter of all change projects succeed. For years, many management consultants have been earning money by assessing the "change fitness" or "change readiness" of companies. However, this does not have a positive influence on the success of change projects. Why? Because in many change projects the managers who initiate these changes are neither permanently involved in the process with their heads and hearts nor do they live the changes as real role models.
The importance of team culture is often underestimated. In this way, the opportunity to sustain change processes with a trusting team culture is also missed. When we accompany teams and organisations in their development processes, we pay attention to the subtle subtleties in everyday interaction - verbal and non-verbal. Together with the teams, we reflect on unconscious assumptions, stereotypes and patterns of perception and work out the benefits of the different abilities for teamwork and the company as a whole.
Part of targeted leadership development are customised training programmes. These include training on personality development, communication and leadership.
What we teach in these seminars stays with you and leads to a return on your investment in staff and leadership development.
Training overview:
Leadership developmentOur top management coaching is aimed at managing directors, entrepreneurs and first-level managers.
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