Organisational Development - Munich - Berlin - Stuttgart

Organisational development - Our services

MANAGEMENT CONSULTING | ORGANIZATIONAL DEVELOPMENT Munich - Berlin - Stuttgart

Our services in organisational development

We are an organisational consultancy. We mainly advise medium-sized family businesses in the metropolitan areas of Munich, Berlin and Stuttgart. Our consulting approach is systemic. Our consulting claim is to achieve results that last.

Organisations are constantly changing. This makes it necessary to regularly review structures and develop them further if necessary. At present, there are various factors that require cultural transformation in companies. These factors include digitalisation, a shortage of skilled workers, a changed understanding of leadership and the need for greater agility.

Process of organisational development

Thanks to our wide-ranging expertise, we, experienced managers, organisational developers, mediators, trainers and executive coaches, have been supporting organisational development processes across all three phases for more than a decade.

Organisational development process - netzwerk managementberatung | coaching

Customer feedback

Sabine Walter successfully accompanied the management of the mediaprint group for one and a half years within the framework of a strategic reorientation of a corporate division. Personally, I was impressed by the way in which Ms. Walter adapted to the individual manager and his or her challenges and yet worked towards a common goal with impressive clarity.

Markus Trost, Managing Director mediaprint gruppe, Mering

WHEN CAN ORGANISATIONAL SUPPORT BE USEFUL FOR COMPANIES?

Occasions to start organisational development

There are various occasions in everyday business life when it can be beneficial for both top management and the entire organisation to have development and change processes accompanied by experienced consultants and coaches. Below we list some examples that can be the trigger for companies to get in touch with us:

  • The situation on the market requires a strategic realignment of the company. This implies extensive changes.
  • The corporate culture needs further development. The aim is, for example, to increase employer attractiveness or to be able to meet the requirements of digitalisation and agility.
  • A company succession or generational change is about to take place among the company owners.
  • The company's anchored leadership culture is no longer up to date and should be changed.
  • The cooperation between the various corporate divisions or companies or locations should be improved.
  • Employee satisfaction is insufficient, staff turnover is increasing. The corporate culture is characterised by fear rather than trust. This has to be changed.
  • The company experiences quiet quitting. There is a lack of passion, quality, responsibility and innovation.

If you recognise yourself in one or more of the points, feel free to contact us to get a feel for what a joint process can look like.

WHAT MAKES US STAND OUT?

Organisational Development for medium-sized companies

Focus on entrepreneurial benefit

The focus of every organisational development process is your business benefit. That is why we take a lot of time to clarify the purpose of our mandate together with you at the beginning. This also involves the urgency of the change and central factors influencing the process. Questions that play a role in this clarification are:

  • What are your entrepreneurial goals?
  • Why do you think it is essential to start this change process now?
  • What situations or factors might support the change?
  • What challenges might arise?

Since companies are complex organizations and the business environment is also highly complex, we take a lot of time to understand the overall system. In doing so, we look at different levels:

  • the actors and their form of cooperation
  • the formal and informal structures
  • the written and the lived culture

Trust as a basis

A solid basis of trust is the foundation for taking such a complex path as organisational development. That is why it is crucial that the "chemistry" between you as the client of this transformation and the people from our team is right. It is imperative that this "chemistry check" takes place during the clarification of the assignment. Because trust can only develop if both sides have a good gut feeling right from the start.

Critical sparring partner for managers

We also see our role as critical sparring partner. This also means that we question the seemingly obvious and mirror discrepancies.

Structure creates culture

In order to achieve a cultural change in the organisation, we always start at the structural basis. Which structures does your organisation need in order to achieve the desired cultural change, e.g. in the form of a more agile attitude? These structural changes can also be expressed in a reduction of hierarchical levels, an abolition or redefinition of established bodies or changes in decision-making processes.

Linking organisational and competence development

That is why skills development is a key component of our work in all organisational development processes. Our clients greatly appreciate the fact that we combine both areas of expertise.

In our view, competence development depends on three essential factors: attitude, methodological knowledge and practical application. We take all three elements into account in the competence analysis and further development. In organisational development processes, the focus of competence development is usually on the management qualification. After all, it is primarily the managers who have to support the initiated organisational development process, keep it going and fill it with life in the target organisation.

In order to be successful as a leader and entrepreneur, so-called soft skills are particularly in demand. These include Personal Competencies, Entrepreneurial Competencies, Leadership Competencies and Communicative Competencies. We have defined the necessary core competencies for each of these focal points and have backed them up with behavioural characteristics.

A Quick-Check or a 360° feedback enables you and your organisation to very quickly get an overview of existing competencies and previously unused potential. Based on this analysis, we develop tailor-made development programmes for you and your company that combine different elements in a meaningful way depending on the objective: training, workshops, blended learning elements, "Compact Knowledge" learning cards, podcasts, executive coaching and mentoring. Training, transfer workshops, blended learning elements, "Compact Knowledge" learning cards, Podcasts, Executive Coaching and mentoring.

Measures that can be implemented

We not only have more than 15 years of expertise in organisational development processes. Many of our experts have management and industry experience themselves. This ensures that you have the necessary pragmatism in the process and leads to applicable solutions.

Visible changes only come about when things are done. That's why we always make sure that decisions lead to actionable measures and regularly follow up on this implementation.

How can our cooperation begin?

Start of your accompanied organisational development

Medium-sized companies that have had little experience with consultants and organisational developers often worry that they will be tied to consultants for years and with large budgets even though they do not know them well yet.

I would like to take this worry away from you. We have had very good experience when the joint cooperation develops step-by-step and budgets are agreed step-by-step.

But before you decide to take the first step with us or a colleague, you should at least answer the following questions for yourself:

Organisational development

Aspects of the Assignment

  • What exactly do we as a company want to achieve through this organisational development process?
  • What is the ideal outcome at the end of the process?
  • Why is it essential to start this development process now?
  • What role should an external consultant play?
  • What exactly do we expect from him? Why?
  • What don't we expect from a consultant?
  • How much time and money are we as top management prepared to invest in the process ahead?
  • How much additional workload can our managers and staff handle at this point in time due to organisational development?
  • Which key stakeholders still need to be convinced of the necessity of an accompanied organisational development process?
  • Which key stakeholders should be involved in the selection of the appropriate consultant? In what form?

We recommend that you speak to 2-4 different advisors to get a feel for what makes them tick and with whom you feel the chemistry is most right and which advisor is the best fit for your organisation, i.e. your managers and staff.

What our customers appreciate about us

  • Trust
  • Profound expertise
  • Critical sparring
  • Constant high quality
  • Flexibility and productivity
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