Challenge: The goal was to help the financial organization transition from a local structure to a centralized one.
Key Elements: To achieve this, we needed to design a program that would effectively guide people through this major change, while minimizing disruptions as much as possible.
Challenge: The aim was to equip the top 200 leaders worldwide to prepare for dramatic changes in the market.
Key Elements: As they were being confronted with unknown and unexpected situations, the goal was to help them navigate uncertainty and ultimately create higher value.
Challenge: All individuals across hierarchy levels needed to recognize both the necessity and the purpose of the reorganization, and at the same time, find their way in their new roles.
Key Elements: To achieve this, it was essential to involve divisional management and ensure consistent communication and support throughout the transition.
Challenge Equip leaders for a fast-growing market; after a carve out, define clear culture and behaviours. Key elements Getting to personal limits. Balancing between experiencing, Reflecting,…
Challenge Living in a VUCA world. Big changes in front of the company. Key elements Unexpected situations Exchange with another company board of directors Concrete actions Goals Get…
Challenge 100% virtual90 participants22 Breakout rooms2 languages½ day Key elements Activity-oriented tasks on the topics of…
Challenge How can we get the new 70 students acquaintedwith each other in one day and light the fire forthe upcoming cooperation? Key elements The students experience teamwork and elements…
Challenge Implementing a company wide cultural transformation from silo thinking to One Company across multiple company locations and plants in Europe. Key elements Initiating the cultural…
Challenge How to accelerate innovation and empower expert technicians to deliver more and better products to customers? How to develop a culture where mistakes are seen as a source of learning and…