Organisational Development

Change is constantly with us, in our business life as well as in our private life. Some changes we are driving actively, some we are responding to. When changes in companies are not just impacting a few but many then it is important that the organization at large is also developing.

But organisations are complex, many different things are impacting its development deciding what is successful and what doesn’t work.

Therefore we are not coming with simple solutions and we are not coming with plenty of consultants who want to sell you many days and trainings for your workforce. But we are coming with plenty of experience from a country and international management background knowing and having experienced ourselves what we talk about. Experience from small and big projects, experience from leadership roles and customer projects you can benefit from.

Be inspired by the following subjects. We are looking forward getting in contact with you and are happy to share our experience with you.


Management Development

In times of permanent change and transformation of organisations, e.g. in regards to digitalisation, industry 4.0, global leadership, the requirements for managers and leaders in regards to their skills and competencies are changing accordingly.

As a leader you need to provide guidance and orientation as well as room for flexibility. A clear vision of the future and line of sight of operational tasks need to be kept when dealing more and more with flexible structures based on networks, virtual teams etc. Specific skills and competencies are getting more important like team development in flexible structures, dealing with conflicts, cross functional cooperation, professional communication, motivation, leading change and self management and organisation.

We are supporting you in developing your management teams in the following areas.

  • Becoming a manager
  • Leadership competence development
  • How to handle challenging one to ones with employees
  • Self reflection, -management and -organisation
  • Strategy development for up line leaders
  • Talent-Management

You can benefit from the experience of our team who are having training and coaching experience (e.g. Liliane is training managers since 12 years) as well as own leadership experience (e.g. Christoph is having 18 years experience as a manager up to Managing Director positions at IBM and Barclays) and our other partners coming from training, consulting and management backgrounds – we organize the perfect match for you. contact us

Matrix Management

Your Company is having several business units and also a country/regional structure? There are sometimes issues in regards to responsibilities due to that structure. Who is deciding, who is in charge with the client, who is coordinating the teamwork? And there are questions in regards to leadership subjects, who reports to whom, who is providing input for the performance appraisal, for the salary increases, the promotion etc.?

In case there are too many uncertainties for such basic questions then a lot of time and energy is being wasted within organisations for internal processes which should be better spent in customer orientation and product development.


We are happy to help bringing the most relevant questions for matrix management to the table working with you on constructive and transparent solutions.

Usually there is no simple right or wrong with these subjects, whether you have a vertical or horizontal structure, a central or decentralised management structure. These are key leadership questions having huge impacts on an organisation, The differentiating factor is often in the implementation and execution of a structure. How are the decisions and structures communicated, organized and handled on a daily basis?

You can benefit from our experience for

  • developing the right proposal for your organisational structure
  • communicating it within your organisation
  • adapting your processes
  • training your managers
  • developing the company culture to support it

The subject is being led by Christoph who lived, breezed, managed, organised, changed and led over a period of 18 years in matrix management organizations from being a first line manager to managing director positions. He knows the pros and cons from managing and leading at the local and regional level as well as developing and leading global organisations and implementing global transformation projects.

You can benefit from his experience.

Virtual Teams

Subjects such as digitalisation and globalisation are high on your agenda? You have plenty of locations in one country or across several countries? Many business units in your company who are based in different locations have to work closely together? Teams in other countries are working closely with teams in your country on joined projects? More and more employees in your organisation want to or shall work from home?

In situations like this there can be many frictions, the communication is sub-optimal, or misunderstandings occur, maybe also because of culture differences. The processes are not adapted to the new requirements and daily routines.

There are many possibilities how working in virtual teams can be improved. We want to support you in this area. To do this we are not focussing on the technical aspects but on the ‚soft‘ factors which make working in virtual teams successful, the organisation, communication, motivation and leadership as well as cultural awareness.

You can benefit from the experience of our consultants who have plenty of expertise in working virtually, leading teams across countries and organizational boundaries, from New York to Hong Kong, from Johannesburg to Glasgow. We look forward to your contact.

Feedback Culture

Whenever we experience that in training situations other participants provide feedback to their colleagues it becomes very visible that many struggle to find the right words and constructively praise or critique them. Very often the feedback is vague and if one participant says something more substantial the others follow on the same path. When this is being discussed in more detail with the groups many share that in their daily working life it is extremely rare that they get open, honest and helpful feedback. At the same time most people like getting it if it is done the right way. At the end of the training sessions the participants value the detailed and rich feedback they are getting in the session.

There is a big potential of performance improvement in organisations which is often not used in this subject area. Regular feedback in a quality manner which is recognizing the individual in a respectful way and addressing positive and negative aspects is essential for a learning organisation and particularly important in times of change. A very important role is having the direct manager who has to lead by example.

Done the right way it drives motivation of the individuals as well as employee satisfaction at large and retention.

The expectation and perception of feedback can be very different by age group/generation. Younger employees (generation Y) are looking for more frequent and spontaneous feedback than older employees.

In many companies there is a tendency to avoid feedback during the year and only do it in a structured fashion during the annual appraisal round using a more or less well designed feedback process. Often this leads to little differentiation of the performance appraisal. Studies as well as our experience show that only one third of the workforce (including managers) think that they get enough feedback.

How can behaviors change, skills improve if there is little or no reaction and feedback provided ? The likelihood that over time the performance as well as motivation deteriorates. New approaches, skills and behaviors which are important to stay on top of changing environments can not be learned.

What is our understanding of a good feedback culture in an organisation ? It is good if there is a climate where immediate feedback is valued and there is an atmosphere where also difficult subjects can be addressed without fear that this can lead to negative reactions. This should be doable in an informal as well as in a formal way. And most important, this is being practiced in daily life.

Providing helpful feedback to managers, colleagues and employees that can be accepted by the recipient can be learned.

We are helping you to develop, improve and establish a good feedback culture in your organisation. This can be done in trainings as well as coachings in the areas of feedback, communication and performance.

Organisational Structure – Spans and Layers

Decision making in your company takes quite a while? Topics which have been decided and communicated by senior management are not reaching some of the employees? The execution takes longer than the benchmark? Change processes are moving on slowly, some not at all, some partly ? Good ideas from employees don’t reach senior management?

If these things sound familiar to you then you probably have some leadership topics which could be addressed.

Or maybe the root cause is the organisational structure. How many management layers to do have? How big is the span of control by manager? These are important subjects when it comes to speed in execution and change processes. And these are subjects organisations hesitate to come on board because it is about power, level of influence and sometime also about money.

As often there is not the one right solution, not one benchmark which should be met and then it all works out. But there are experiences how many spans and layers usually work well, how discussions at the leadership level could be handled to move the needle. And there are ways how to initiate changes in a smart way without creating an opposition in the leadership team at large.

If you are interested to learn more about this, please get in contact, we are keen to help and work with you on this subject. Our consulting team led by Christoph is having a lot of experience in this field.

Employability / Skill Management

Your organisation is changing, the requirements to do your job successfully are changing, digitalisation, globalisation, industry 4.0, acquisitions or divestitures change the portfolio of the company, or other changes drive the need for different skills and competencies in the near future. Who is in charge to prepare the organisation? The management teams, the employees ? The company, who within the company, the management board, the HR department, the managers, the employees? The employee representative bodies, works councils, unions are asking for learning and development courses and budgets? Who is planning the learning offerings, what is appropriate for the employees, is there a central budget or is it handled de-centrally in the business units? Do you have no skills and learning tool or a cumbersome, not easy to use one?

The subject learning and employee development, skills and competencies in the organization is driving many questions and many different answers.

We are convinced that it is important to make it very clear that in regards to skill development there is a joined responsibility of the employee and the organisation. Each and every employee has to be in charge of his/her own development to stay fit for the future, to be employable whether it is in the current organisation or externally.

This is not the responsibility of the organisation or the manager. The responsibility of the organisation is to clarify where the enterprise is heading, which subjects will become relevant in the future, which requirements in regards to skills and competencies are expected. And the organisation is also in charge to provide a framework which the employee can and should use to prepare for the future. Being clear about the joined responsibility and what this really means is driven by a good company culture. It is in the very best interest of the employee and the employer that the employability of everyone is worked on and achieved.

Our experience tells us that many companies have a vision and long term goals which often are very generic so that employees usually can’t build proper learning and development plans on it. Also often the company is having clear objectives for the current and next year. Employees can build short term learning needs on these objectives. However, a proper mid to long term learning and development plan to improve the needed skills and competencies are difficult to do on that basis.

There are different methods and tools to get traction on this subjects successfully. We gained positive experience and feedback with a ‚Skill Demand Analysis‘ (SDA) by profession. A SDA identifies how the requirements for that professions are expected to change in the next few years. They are qualified by technical skills and competencies and soft skills. It is captured how the demand is changing, which area needs more, which needs less. The results of the SDA are communicated to the workforce in detail with a clear objective that each and every employee shall ensure that they are making themselves fit for these changing requirements. The respective detailed plans then, of course, have to be validated and planned with the manager and HR as needed.

Are you interested to improve your company culture in regards to employability, to talk about the ‚Skill Demand Analysis‘, or other methods? We look forward to your contact.

Our experienced consultants with background from different industries can work with you on this journey. They are led by Christoph who was in charge of this subject as the Head of HR for IBM Germany, Austria and Switzerland where he developed and deployed the Skill Demand Analysis successfully. At Barclays he was leading the HR Services transformation with huge impacts on the workforce changing hundreds of processes, workflows implementing a global Service Delivery Model. To achieve this the organization had to learn and adapt to completely new ways of working requiring very different skills and competencies. You can benefit from his experience.