Organisational development - METROPOLREGION Munich
Accompanied organisational development
As a management consultancy headquartered on Lake Ammersee, we focus on advising medium-sized family businesses in southern Germany on the further development of their corporate culture and organisational structure. The aim of this further development is to maintain or restore competitiveness in these volatile times characterised by geopolitical, social and technological challenges.
Reasons for accompanied organisational development
Why should you have your organisation DEVELOPMENT accompanied?
There are three reasons for accompanied organisational development:
- Gain expertise in leading change processes
- Integration of benchmark and proven good practice from other companies
- Obtaining additional capacities
Developing a company with all its structures, processes and systems requires a great deal of expertise. We offer this expertise. Not only do we know how far-reaching change processes work, we are particularly familiar with the difficulties, stumbling blocks and resistance that can arise in the course of this process. And we know how to deal with them in the best possible way in order to utilise the power of resistance for the success of the change.
Thanks to the various projects we have managed over the last 15 years, we provide valuable benchmarks from other companies as well as proven good practice approaches. This saves you as a company money and time and ensures you have sustainable solutions.
We also provide you with additional resources that can concentrate exclusively on the change process.
Process of organisational development
How does accompanied organisational development work?
Organisational development is divided into three central phases:
- Understanding and winning
- Move and change
- Stabilising and anchoring
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
Organisational Development for medium-sized companies
WHAT MAKES US STAND OUT?
Focus on competitiveness
The aim of an organisational development process is to maintain or regain your competitiveness. In order to understand exactly what situation your company is in and what you need to achieve through the change process, we take a lot of time to clarify the assignment. It is also important for us to understand how urgent it is to achieve the desired results at the current time. What risks arise if the results do not materialise, do not materialise completely or do not materialise at the desired time?
We will ask you the following questions, among others, as part of the order clarification:
- What are your entrepreneurial goals?
- Why do you think it is essential to start this change process now?
- What situations give us a tailwind for this?
- What challenges could arise?
- What would you ideally like to achieve together with us and why?
A company is highly complex and needs to be analysed at various levels:
- at the level of the actors with their type of cooperation
- at the level of formal and informal structures
- at the level of written and lived culture
Trust as a basis
In order to successfully embark on such a challenging path of organisational development together, a solid basis of trust between you and us is required. It is therefore extremely important that the chemistry between you as the client and the people in our team is right. This "chemistry check" should always take place as part of the clarification of the assignment. Because trust can only develop if both sides have a good feeling right from the start.
Critical sparring partner for managers
We also see our role as being a critical sparring partner for you as managing director. This also means that we scrutinise the seemingly obvious, mirror discrepancies and express constructive criticism.
Important: We do this from a position of integrity and against the background of the desired objective.
Linking organisational and competence development
In order to make organisational development a success, the Developing competences decisive. The "new world" needs different things than the "old world". Only if we build up expertise among all employees and managers as part of the change process will it be possible to achieve the desired entrepreneurial goal.
This is why we combine our expertise in organisational development with that of management and employee development. Our clients greatly appreciate this, as they receive the otherwise difficult to separate services from a single source.
In our view, skills development depends on three key factors: Attitude, methodological knowledge and practical application. We take all three elements into account. We usually start with the Management qualification. After all, it is the managers who play a key role in supporting and shaping the organisational development process that has been initiated.
Structure creates culture
In order to achieve a cultural change in the organisation, it is crucial to align structures in such a way that they fit the desired result. Which structures does your organisation need to achieve the desired cultural change? Do you need to reduce hierarchical levels, introduce self-organisation of teams or change decision-making processes? Structure creates culture. This is why organisational development that is intended to lead to cultural change also goes hand in hand with a reorganisation of structures, processes and roles.
Concrete measures
Our expertise also lies in working with you and your staff to develop solutions that can be implemented. Many of our experts have their own management and industry experience and know the difference between textbook solutions and solutions that can be implemented in companies. You can therefore rely on a healthy pragmatism in the process.
Start of your accompanied organisational development
How can we start working together?
Medium-sized companies that have had little experience with consultants and organisational developers are often concerned that they will commit themselves to consultants for years and with large budgets, even though they do not yet know them well, let alone have been able to establish a strong basis of trust during the clarification of the assignment.
I would like to take this worry away from you. We have had very good experience when joint cooperation develops step by step and budgets are always agreed for individual stages in the process.
Before you decide to get to know us, 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 employees cope with at the moment?
- 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 talk to at least two consultants to get a feel for what makes them tick, who you think the chemistry is best with and which people are best suited to your organisation, i.e. your managers and employees.
What our customers appreciate about us
- Entrepreneurship at eye level
- Stable basis of trust
- Profound expertise
- Critical sparring
- High effectiveness
Whiteboard | Organisational Development
The overstretched organisation
With our work, we would like to make a contribution to changing this! That is why this article deals with three central questions:
How can you tell if your organisation is overstretched?
What could be the reasons for this?
What are the ways out of the misery and what are the first concrete steps you can take?
Leadership culture in transition
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.
Teambuilding - The path to trustful cooperation
Too little attention is paid, in our opinion, to the interpersonal component. But we all know that if there are problems with cooperation, the substantive issues also make slow progress. Therefore, in this article you will get concrete approaches on how to improve the culture in your team.