Cracking the Business Nuts
When the facts change, do you change your mind? Why? Why not?
Rolf Dobelli
You and your team are sure to crack most of the nuts on your own. However, some challenges are very tough nuts to crack.
Especially when it comes to strategy, change, organizational and team development. This is where an external perspective, input and structured support is not only good, but also makes a lot of sense.
Because you and your team can concentrate on the content rather than the process, new perspectives come in, structure and focus are created and solutions emerge.
So…
Tell me about your current business challenges. I’ll listen to you.
We’ll decide whether I have the right expertise to contribute.
I’ll work with you to develop a suitable process, a full toolbox of methods and all my experience.
And then we’ll get to work on finding a solution.
Tailor-made.
Every company, every person and every issue deserves individual solutions.
Selected use cases
Use case “Competence development in change”
Background
The changing requirements of the external environment make it necessary to further develop the company’s traditional organizational model. In order to optimally prepare the new roles for their tasks and responsibilities in the upcoming transformation, targeted skills development must be ensured.
Objectives
Identification of key skill and competence gaps.
Consideration of self-perception and external assessment of personal development.
Definition of specific development areas based on real challenges in day-to-day work.
Consulting approach
Current functions are analyzed in comparison to the desired transformation. Individual assessments are carried out in voluntary interviews and development recommendations are derived. In addition, the perspectives of managers and employees are brought together in moderated individual discussions. On this basis, a detailed action plan is developed that takes into account the 70-20-10 approach.
Use Case "Purpose"
Background
In recent years, the company has worked intensively on the strategic direction of its two business units and developed corresponding strategies. As part of an organizational development process, the focus is now shifting to the explicit formulation of the company’s purpose, as its importance for identification and day-to-day work has been recognized. While both business units operate independently externally, they share some resources internally. Management and employees should be involved in order to anchor the purpose in the organization in the long term.
Objectives
A common purpose despite different markets and products
A lean and efficient process
Putting what is implicitly lived into words
Consulting approach
A diverse group of around 30 people from different hierarchical levels, functions, locations and with different company affiliations is selected. The process combines written and personal interviews as well as workshops. Based on the findings, an international management group draws up a purpose statement. This is accompanied by the development and implementation of measures that bring the purpose “to life”.
Use case “Growing together”
Background
The division in question has developed significantly over the last two years and currently has around 60 employees. The focus of the measure should be on personal and professional development, with the aim of getting to know the team even better and strengthening cohesion. Important topics are What makes us tick as a team? What holds us together? What do we need from each other and what is important to us? In addition, professional challenges should be addressed in order to recognize and implement potential for improvement in everyday life.
Objectives
Consolidation of team dynamics
Promotion of personal and professional development
Optimization of everyday work life
Consulting approach
Three workshops are held in teams of 20 people each, which are deliberately put together in a diverse way in order to make use of different perspectives and experiences. Team activities are combined with work on specific challenges, drawing on the collective knowledge of the participants. Team challenges promote positive experiences and strengthen team spirit.
Another component of the workshops is the use of simple personality models, which are taught in a playful way to deepen understanding of oneself and others without creating an overly formal atmosphere. Practical exercises and personal reflection support team development and increase commitment and motivation.
Finally, an event is held where the results of the workshops are shared.
Use Case "Interdivisional Cooperation"
Background
The company is a diversified, internationally active group of companies with several divisions and subordinate business units. Each division has a very diverse customer and product portfolio. Central units perform cross-divisional tasks and functions for all divisions. The disciplinary and technical assignment of roles is not uniformly regulated, which leads to divergent expectations, unclear processes and unclear responsibilities and roles in the cooperation between the divisions and the higher-level staff units.
Objectives
Goal-oriented coupling between divisions and central functions
Creating a realistic and effective framework for action
Involving and mobilizing employees
Consulting approach
By analyzing existing roles, responsibilities and processes, ambiguities and diverging expectations are identified through interviews and workshops with key players. Based on this, business units and central functions are linked in a tailored manner and clear responsibilities and decision-making paths are defined. Interactive formats such as workshops and feedback rounds actively involve employees, while new processes and structures are gradually introduced in pilot phases. In addition, training and accompanying measures support sustainable implementation. The measures are continuously adapted on the basis of practical experience.