Cases | Typical Problems and Concerns
The HR department of a global company had reorganized its leadership development programs. The training module "Leading Change" for the top 3,000 managers was to be evaluated and provided with a toolbox.
Based on evidence-based criteria, the contents and methods were assessed scientifically, especially from a social-psychological perspective, and recommendations were made. In the process, one or the other training element, scientifically rather to be classified as "esoteric", was also removed.
The balancing act of a scientifically proven and at the same time practical training concept for top managers was achieved through in-depth academic knowledge as well as practical implementation experience.
A European shipbuilding company invested in standardizing shared engineering tools. However, the different regions blocked their use because they apparently did not meet their requirements. Since the problem was not a technical one, the R&D managers were to receive training in change management and program management.
After careful clarification of the situation beforehand, a virtual training course tailored to precisely this case was conducted. In addition to behavioral science backgrounds, practical tools were consistently practiced along the customer case.
The change management training was so successful that the client immediately requested a further training series, including relevant stakeholders of the R&D managers, as well as subsequent consulting.
In an international logistics company, contractual penalties for late deliveries were increasing. This increasingly led to financial problems. The board of directors decided on a program for systematic improvement and agile collaboration.
To this end, a pool of agile coaches was built up from among the employees. After an aptitude interview, they were themselves coached in communication, accompanied the training and coaching sessions (shadowing) and gradually took on more responsibility.
The rapid development of internal employees into the role of agile coaches was ensured by continuous qualified feedback and systematic pre and post meetings.