Change Management
from idea to value ®
Appreciation for the past, orientation to the future!
Change management has many facets. Aggressive competitors and rule-breakers are stirring up the market environment, business models are being developed further, hierarchical organizational models and silo thinking are encountering agile methods, young managers who are often inexperienced in crises have to make responsible decisions in uncertain times, long-standing key players are being poached or change companies unexpectedly, family businesses are being handed over to the next generation handed over, digitization and automation topics are (still) not accepted in many places or ... you just want to implement a new strategy.
In order to lead companies confidently through turbulent market environments and to develop them in a manner that is subject to change, continuous adaptation and renewal is required.
Entrepreneurial change requires abandoning the dominant logic of a company and breaking up old structures and patterns of thought. It is important not to lose appreciation for the past in order to gain acceptance for an orientation forward.
Our company founder Werner Seidenschwarz habilitated on the subject of change management. Thanks to his entrepreneurship for almost 30 years now, he has been able to critically question the scientific findings from the various disciplines of change management with his many years of practical experience in terms of their applicability - in cooperation with customers, but also in discussions with world-leading experts in change management. This ranges from very early on, from appearances in the USA with John Kotter and Bob Kaplan at the beginning of the 2000s, to supporting Asian companies with the "What makes a good manager?!" program, to the resilience work during the financial crisis and the "Transformation for the success of tomorrow".
Leading companies, executives and employees through the market environment and developing them to be able to change
Your questions
01
Wie schaffen wir es, nach vielen Jahren des Wachstums und einer sich im Unternehmen breitmachenden „wohligen Ohnmacht“ ein Gefühl der Dringlichkeit zu erzeugen?
02
Wie entwickeln wir unsere Schlüsselspieler im Unternehmen – vor allem unsere direct reports der nächsten zwei Stufen?
03
Wie entwickeln wir nicht nur eine neue Organisation – sondern wie findet diese Neuorganisation auch breite Akzeptanz auf der Anwenderebene?
04
Was macht einen guten Manager aus?
05
Wie entwickeln wir unsere Unternehmenskultur weiter?
06
Wie gelingt es Unternehmen, in denen hinter jeder Führungskraft schon ein Coach steht, wieder in die Normalität eines gesunden Führungsalltags zurückzuentwickeln?
07
Wie gelingt es uns, fundamentale Veränderungsprozesse für unsere Organisation „verdaubar“ zu machen?
08
"Culture eats strategy for breakfast" - wie umschiffen wir diese fundamentale Hürde?
09
Wie gelingt es, ein eigentümergeführtes, stark auf Technologie setzendes Unternehmen in eine neue Wachstumsphase hinein zu entwickeln?
10
Wie bekommen wir wieder ein gutes Miteinanderumgehen in ein technokratisch-kaltes Unternehmenskonzept zum Leben erweckt?
The pressure on companies to face up to permanently changing internal and external influences will continue to increase. In this context, an open but professionally managed approach to change processes is one of the hallmarks of successful companies in the 21st century and one of the greatest challenges in the work of managers.
"Leading Change" shows you how to consistently lead change processes in companies. Starting with the reasons why many companies fail in change processes, an eight-step plan is then developed to help you pragmatically design a successful change.
John P. Kotter's pioneering work Leading Change, translated into German by Prof. Dr. Werner Seidenschwarz.
Our offer
When developing management, change and process strategies, we rely on a system-oriented management approach that assumes that changes are carried out by people. That means: To maintain their adaptability and competitiveness, organizations are dependent on employees who are willing to learn, motivated and excellently trained (willingness to perform and performance). This is the central prerequisite for performance potential to flow into customer solutions with the highest excellence via competitive structures and processes.
Our services relate to the direct support of managers in the management process, process support in the management of corporate changes and the further development of teams and individuals.
We support managers in “calibrating” their day-to-day leadership. The core are the principles of management, the areas of responsibility, the management of partners and employees, personal work organization and the use of control systems.
Our process support for change processes extends to hard and soft factors. Based on scientific findings (and our own scientific publications and many years of experience in change projects, our change management approach focuses on typical and recurring patterns of corporate change. Many companies and their managers are often unaware of the scope for design there is (both in the positive as well as in the negative case) in change processes.
Finally, we support our customers with formats such as cross-company management groups , impulse lectures, change workshops, systematic change projects and special programs for the development of future key players.
Our flagship, the international Starnberg Management Days , precedes all these events for learning and exchanging modern management techniques.
Strategieimplementierung und Veränderungsbegleitung „von 22 auf 22.000 Mitarbeiter“ bei der chinesischen Auslandsgesellschaft eines deutschen Automatisierungstechnikers
Unterstützung eines Handelsunternehmens bei der Automatisierung und kanalübergreifenden Vernetzung des Vertriebs inkl. neuer Zusammenarbeitsmodelle, Rollen und Verantwortlichkeiten
Integration eines Start-ups in die bestehende Geschäftseinheit eines international aktiven Maschinenbauunternehmens
Durchführung eines Managementprogramms zur persönlichen und fachlichen Weiterentwicklung der zukünftigen Schlüsselspieler eines Unternehmens aus der Material-Handling-Industrie
Mehrjährige Begleitung der Eigentümer und Führungsorganisation bei einem B2B-Unternehmen
Konzeption, Coaching und Durchführung eines Leadership-Programms zur systematischen Förderung des internationalen Führungsnachwuchses in einem Hochtechnologie-Konzern
Post-Merger-Integration eines Unternehmens für Werkstatt-Diagnosesysteme in den übergeordneten Konzernverbund
Führungskräftetraining und -coaching nordeuropäischer Top-Manager
Vorbereiten und Begleiten eines Wachstumssprungs durch Vertical Market und internationales Key Account Management über 36 Länder