Transformation Support
Transformation Support
Imagine this: You have set an important transformational goal within your company, but for whatever reason, it just won’t jell. It’s stuck in place, and the lever to get things moving again can’t be found. Change fails to be realized.
That is a typical situation where an organization calls on the Organeers to help heave things forward. The task is to execute changes by modifying the value-added conditions, which means greater agility, new business models, more tempo, more innovation. This is true for the act of value creation and the flow of information and decision-making practices.
Although the final responsibility for successfully transforming a company always lies within your sphere of influence, our contribution to your success lies in standing at your side during that process – as experts for organizational design and process management, as a sparring partner, a comrade-in-arms and – not to forget – as someone who holds up a mirror to your organizational practices. Whatever it takes.
Further, we can lead you and your staff along the path to change, providing learning materials on modern leadership and organizational design.
The best time to talk about transformation is before it has commenced. Of course, anytime after that as well. Transformation is an individual act, as it our contribution.
Do you have questions?
»From the get-go, for me as sponsor, the Organeers were confident consultants on equal footing who took the exigencies of a global organization with many production sites into consideration. This quickly led to complete trustworthiness. At no time did we get the feeling that we were being fed some prefabricated approach.«
Tobias Nehls, Head of Global Mobility Management
Siemens
We had already experienced a number of transformations and change projects in the past. But none of them had been very successful in creating the level of proximity to our customers, the extent of global cooperation as well as the pace of innovation we had envisioned and indeed needed. However, together with Organeers we initiated what they called a ‘safe space,’ to study our goals, albeit on a smaller scale but under real market conditions.
The participants of the safe space ended up changing their behavior perceptibly and sustainably. It engendered new perspectives and enabled a greater understanding of the needs of our customers and how to translate those needs into something we can match. Furthermore, it triggered the rise of completely new networks, which in turn led to rapid problem-solving avenues. The most elementary thing was that it facilitated an understanding of how we used to react, helping us to leave the blame game behind us and move on to scrutinize the contextual conditions within our company.
The safe space project gave birth to many new ideas and innovations that were subsequently integrated into the overall organizational structure. Above all, however, it proved to be a catalyst for a major overhaul of our structure, which then applied the knowledge won as a basis for future redesigns. The consequence was a greater focus on our customers and a better self-organization, both of which permitted us to devise solutions to any new problems that cropped up and strengthening the overall automatization and efficiency of the company to meet repeated demands.
From the get-go, for me as sponsor, the Organeers were confident consultants on equal footing who took the exigencies of a global organization with many production sites into consideration. This quickly led to complete trustworthiness. At no time did we get the feeling that we were being fed some prefabricated approach. Second, they created a sheltered room for our employees where they could quickly (albeit sometimes painfully) gain new experiences so essential to their cooperation. After some initial labor pains, no one who had worked on the project wanted to go back to the old methods. Their concepts of how to work as well as how to understand and solve problems initiated radical changes.
»Today, we are already recording significantly improved economic results. As a basis for this, we have made fundamental changes to our structure together with the board members.«
Nina Schubert, Managing Director
mediaman GmbH
In our company, decisions were previously often passed upwards, there were endless discussions about principles, too many hierarchical levels and a general inertia. The focus tended to be away from the customer and towards internal work with rigid structures and complicated decisions. As a result, we found ourselves in a poor economic situation, both due to the loss of customers and too much internal waste.
Today, we are already seeing significantly improved economic results. As a basis for this, we have made fundamental changes to our structure together with the board members: We no longer have any hierarchical levels apart from the management, we have dissolved the former departments and transformed them into customer teams with relevant decision-making powers. Today, we observe a different behavior in everyday life: Many employees are visibly taking much more initiative and are coping well with this. In addition, communication with each other has become much more open, so that criticism and questions are now put directly on the table in meetings and no longer just in the coffee kitchen.
The journey so far has been very exciting and inspiring for us. By being accompanied by the Organeers, we have practiced making bolder decisions, trying out more instead of tracking down all possible edge cases in advance and always looking at what changes lead to positive new results and what does not.
»Again and again, the Organeers asked the right questions, forcing us to confront the right concerns. At the same time, they provided us with the proper tools to deal with these matters.«
Dr. Manja Lohse, Head of Transformation Product & Innovation
Elektrobit
We had observed several fundamental problems within our product development. These became particularly evident in the absence of delivery reliability, in deficient decision-making procedures, and in a low level of agility within the company. We decided to attack these problems at the root level and proceeded to launch a so-called “transformation team” that was supervised by the Organeers.
We quickly discovered that only an agile path led to an agile organization, prompting us to draw up the transformation accordingly. Our continual efforts to redo the organization were adapted to agile principles and accounted for the complexity of our form of value creation. Again and again, the Organeers asked the right questions, forcing us to confront the right concerns. At the same time, they provided us with the proper tools to deal with these matters.
Through this cooperation, we learned a new way to express things, how to talk about internal cultural patterns, such as decision-making behaviors. We acquired the ability to put on our systemic glasses and take off our finger-pointing gloves and consider every single situation, every problem within the organization, constructively.
The cooperation with the Organeers put the theme of “effectiveness” high on the daily agenda and squarely into our vocabulary. Applying a systemic approach proved to be the optimal way to search for the best leverage and the most promising impulse for the respective situation. It has also enriched me personally and how I work.
»What characterizes the work with Organeers is their understanding of their role: not classic consulting, but genuine sparring at eye level. Inspiring, reflective, demanding – but never know-it-all. It was precisely this view from the outside and the clear language that helped us to realign ourselves.«
Thomas Löchte, former CEO
Informationsfabrik GmbH
The collaboration with Organeers was much more than a consulting project – it was real support through our transformation. After the analysis phase, we implemented concrete changes together: new communication formats, clearer roles, a redesign of our organizational structure in the form of responsible, cross-functional teams.
The deliberate development of new decision-making skills was particularly effective: in training sessions and learning essentials, we developed a shared understanding of decision-making processes as an entire organization – a real cultural lever. At the same time, we established an Organizational Development Circle that works on the system rather than operationally.
The effect was soon noticeable: cluster leads and business owners took responsibility, the teams worked more stably, and we as management communicated more clearly and purposefully. The impulses from the support have an impact far beyond individual measures – you can tell that they have reached the organization.
What characterizes the work with Organeers is their understanding of their role: not classic consulting, but genuine sparring at eye level. Inspiring, reflective, demanding – but never know-it-all. It was precisely this view from the outside and the clear language that helped us to realign ourselves. Transformation is not a project – and with the Organeers it never felt like one.
