Transformation and Organisational Development
Change that takes hold in the organisation
The need for change is clear, a strategy has been designed, the decision has been made. And then it fizzles out in day-to-day business. Rarely because of individual failure. Usually because structures, interfaces and leadership have not grown along with it. I help companies shape change so that it is effective and lasting.
An eagle’s-eye view of the organisation
Putting out fires and managing day-to-day operations is not enough. Organisations need the ability to step back regularly, get off the hamster wheel and work together “ON the system”. Peter Senge called this the “learning organisation”. We need it today more than ever.
When clients call me in (a selection …)
- A new strategy is needed – and then this strategy has to be implemented.
- Change of leadership: new management, new structure, new sense of identity.
- Performance is suffering and the organisational structure is creaking: interfaces cost speed and energy.
- Transformation: a new, radically different business model requires a rethink at all levels.
- Further development: from start-up to “scale-up” or to a stable organisation.
- Sustainability goals are to become part of the core business, not just the report.
- Difficult cuts are to be made fairly and effectively.
Two drivers reshaping organisations
Dealing with AI is above all a question of governance and leadership. Artificial intelligence will change how companies make decisions, coordinate and work together.
This is already happening at a rapid pace.
When machines coordinate, analyse and produce drafts, roles, hierarchies and interfaces shift. Especially in complex organisational structures and in middle management. At the same time, what no machine can take over becomes more valuable: judgement, trust, meaning and the courage to take responsibility for decisions.
Technology is often the smaller problem. The bigger task is to develop organisation, structures and leadership in such a way that people and AI work well together.
This calls for acting with foresight.
Two things are part of this: developing future scenarios and preparing people for a new way of working together.
Sustainability and profitability call for thoughtful leadership and governance
Commitment to social and environmental sustainability is not fundamentally at odds with economic success. Even so, it takes considerable leadership and management effort to use sustainability as a competitive factor.
Sustainability only becomes effective once it has reached the core business. Measurable targets, data and reports are only the surface problem. The real sticking point is anchoring it. Responsibility usually lies with a staff function rather than with line management. Key figures and incentives do not match the organisation’s goals. Conflicts with operational requirements are not resolved openly. Sustainability is not a decisive element of the company’s positioning.
A tailored approach in four steps
The following steps have proven effective in enabling me to support you and your organisation in the best possible way.
- Clarify with the client: mandate, goals, success criteria.
- Diagnose: interviews with key people on performance, resilience and future viability.
- Design the architecture: plan the change process together with internal stakeholders.
- Implement and adjust: strategy workshops, large-group formats, interface workshops, ongoing adaptation to actual developments.
The greatest lever almost always lies in the interplay and focus at the top management level and in established patterns of behaviour. That is why I work on the organisation and with the people who lead it at the same time.