We provide a workshop format where you can rapidly achieve clear strategic vision for short-term occurrences or private deliberations – away from the political routines. The focus is on you, a clear picture of your objective, and the commitment of the participants.

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There can be no change without customer focus. That is one basic principle. The other is the need for an integrated view of processes, management quality, team management, competences and attitudes in order to ensure success in projects and change management. We can show you exactly what that means for you.

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Do communicators add value if they are integrated into strategic decisions at an early stage? On the whole, yes they do - it's all a question of understanding roles and of responsibilities.

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Who are your customers and what are their needs? What services do you need to provide in order to keep your customers happy? What are the processes of value creation required to provide these services? We will develop a process map of your company or section as a basis for optimising your processes, structures and interfaces.

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Without casting any blame, we know that about half of all managers are unable to play an active role in shaping change. They have never learnt how – and it is a role which is never required in many companies. Our initiatives and training courses can change all that.

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There is no question that any transformation process needs to drum up support and allow participation from employees. As we see it, that's the job of our change campaign. It has to withstand a sense of change overload and justifiable scepticism: too many employees have already been led to the mountain tops, or felt that yearning to be by the seaside, or focused on their customers' needs. There is another way.

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Mergers are decided in the pre-merger phase. The objective must be to have the organisation and its people already prepared for their new future by the time D-Day comes. We make sure you achieve this to the highest standard – so the merger does not merely result in the lowest common denominator.

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One thing has never been known to work in any company: traditional cascade learning where the management and teams get an info pack and the rest is just supposed to happen. The answer is to have an interactive and coherent process with teams tackling the key aspects of change in a structured way, led by their line manager.

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A company is a marketplace for opinions just like anywhere else – whether on the great issues affecting mankind or the right staff photo. What really counts is professionalism, supporting evidence, and the challenge of making it in the “rough and tumble” of everyday business. We communicate HR issues in a credible way and in the context of strategy and change objectives.

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One of the main reasons for business transformations failing is a lack of moderation. A business has to know how much change is possible within a defined period and framework of parameters. Our studies show what is feasible.

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There can be no change without customer focus. That is one basic principle. The other is the need for an integrated view of processes, management quality, team management, competences and attitudes in order to ensure success in projects and change management. We can show you exactly what that means for you.

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The processes involved in business transformation often take place at such a rapid rate and with such intensity that the usual media used for routine internal communication cannot keep up with them. What's needed are temporary formats and platforms, set up to be interactive and operate by their own rules – including the use of 2.0 options. In this way we can bring routine and process communication into line.

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Whether it's IT or lean change, more and more change tasks are being set in business projects. Rightly so. Projects shape processes, collaboration and attitudes. They reveal the true nature of a company's management and corporate culture. Our projects ensure that not only the technical objectives are achieved, but also that the necessary development of personnel and organisation takes place.

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One thing has never been known to work in any company: traditional cascade learning where the management and teams get an info pack and the rest is just supposed to happen. The answer is to have an interactive and coherent process with teams tackling the key aspects of change in a structured way, led by their line manager.

More suggestions ...

There is no question that any transformation process needs to drum up support and allow participation from employees. As we see it, that's the job of our change campaign. It has to withstand a sense of change overload and justifiable scepticism: too many employees have already been led to the mountain tops, or felt that yearning to be by the seaside, or focused on their customers' needs. There is another way.

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