CORPORATE CULTURE DEVELOPMENT

Observe-Ask-Listen

Identification and evaluation of your firm’s identity, values and ambitions

Appraisal of the potential for change

Determination and assessment of leadership philosophies on the lower, middle and upper management levels

Dedicate Time to Fieldwork in the Company

Assessment of the feedback potential for employees, customers and suppliers

Evaluation of the corporate training program

Analysis of the company knowledge management system

Propose Concrete Development Plans

Presentation of concrete and detailed measures to strengthen the corporate culture

Advice and support relating to the execution and auditing of the proposed measures

Sustained availability for clients engaged in long-term cultural development programs

“Annual profits that are substantially higher than expected mean that we have made mistakes. Apparently, we failed to invest in people. Meaning that we have not invested enough in our customers and employees.”

Götz W. Werner

Founder Dm-Drogerie Maerkte

Trust=Breeding Ground of the Company

Shared Ambition

Attaching meaning to all corporate initiatives
Moving employees towards the assumption of responsibility

Shared Values

Offering employees orientation in a world of constant change
Help overcome crises

Shared Identity

Bringing employees together and strengthening the feeling of community
Driving employees towards feeling proud and honoured of being a part of the company

“Whenever an employee meets his superviser, he will ask himself instinctively two questions:

(1) Can I trust him/her?

(2) Is he/she appreciating me and my work?”

Reinhard K. Sprenger

Management author and speaker

Dialogue=Appreciation Mechanism of the Company

Entrepreneurship

Authorisation to invest and budgeting responsibility
Learning organization and development of each employee’s potential
Promoting mobility

Project Management

Transferring authority to manage and to make decisions
Granting enough space for trying out new processes
Social responsibility

Human Needs

People like to be appreciated
They want to take on responsibility and make own decisions
They need dialogue and opportunities to contribute

“People don’t resist change. They resist being changed.”

Peter M. Senge

Professor for Leadership and Organizational Behaviour

MIT Sloan School of Management

Innovation=Future Guarantee of the Company

Focus On Radical Innovation

Understanding the extraordinary impact of radical innovation on competitive positioning
Increased risk capacity
Delegating incremental innovation to other corporate entities

Innovation Management

Knowledge and network management systems
Capacity for partnerships
Innovcation finance

Innovation Strategy

Should be drafted within a framework of dialogue
Requires to be concrete and practical
Written strategy to be distributed to all stakeholders