• Referenční projekty

Theme

  • Leadership & Management 44
  • Sales Excellence 14
  • Change & Transformation 5
  • Culture & Collaboration 10

Building a common leadership culture to engage people after new acquisitions

Provimi needed a common leadership culture after several mergers. Managerial practices and behaviours that required attention in order to unify and drive engagement were identified. Focus areas were performance management, team building and coaching skills.

Included in the learning journey of Provimi:

From recruitment to a full-service HR provider through new consultative sales behaviours

Luba needed a new sales process based on consultative selling. A management training was designed to coach employees on the new sales process and a sales training focusing on active references.

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Increasing team satisfaction and employee retention through well-trained managers and leaders

Huntsman had to unify management tools to close gaps between regions and divisions. The co-designed Advanced Management programme focussed on leadership styles and employee development.

Getting doctors fit for managerial positions

Doctors increasingly adopted dual roles, being both managers and health professionals. A management programme to shape particular skills and competencies such as feedback culture, employee motivation and effective project management was designed for this demanding group.

Included in the learning journey of Gesundheitszentrum Fricktal:

Coaching a new Management Committee to operate quickly as one team

The newly appointed Management Committee of Clariant’s Global Business Services Organisation (GBS) had to act as a real team as from day one. To cope with this challenge they embarked on a 10 months high performing team journey.

Setting standards for a value based leadership culture to follow the strategy of internationalisation

Armacell implemented international standards for performance management through it's 3-day leadership development programme. These standards are now applied by all managing employees. 

Included in the learning journey of Armacell:

How a change in behaviour and attitude of client facing employees leads to higher client satisfaction

André Koch wanted its sales force and back office to increase their customer orientation. Two learning journeys were designed: a sales workshop, and a programme for the back office focusing on telephone skills.

Establishing leadership in a competitive multi-cultural environment

AdNovum, a Swiss software engineering company continued to grow. In addition to the general challenges associated with growth advanced leadership skills for line and project managers were needed. A leadership training with special attention on multicultural communication also addressed topics such as “goal setting” and “employee motivation”.

Included in the learning journey of AdNovum:

Establishing common managerial practices to address operational improvements

Geodis Road Transport wanted to establish shared managerial rules and exemplary behaviours. Therefore motivational management practices to secure performance, leadership roles and interpersonal relationships needed to be addressed.

Optimising the performance appraisal process to boost exemplary behaviours

Eurocontrol needed a performance appraisal process not only based on results but also on exemplary behaviours. Krauthammer set the frame to define desired corporate behaviours which were explored in a one-day management training.

Building a new management team to drive cultural and strategic change

VIVESCIA Agriculture needed the engagement of their managers for the implementation of a new strategic plan. At the same time, the Executive Commitee felt the need to assess their own team practices. The customised "High Performance Team" programme helped to build a mature management team that shared their commitments and monitoring indicators with all of their managers.

Shaping leadership in an engineering-driven world

SBM Offshore wanted to make its leadership culture stronger by enabling the transformation of the company from a very technology-driven perspective into a more robust leadership value-based culture. 160 senior leaders participated in the international cross-border leadership programme (LMD) and an additional 450 managers were enrolled in a similar training process.

Included in the learning journey of SBM Offshore :

Dynamic Appreciative Inquiry workshop after a difficult period

After the tournament in 2016 an Appreciative Inquiry workshop was co-designed to reflect on the future development of the event with a positive approach. 

Implementing the “Roche Way of Customer Engagement”

Roche and Krauthammer co-designed and developed a modular sales training concept based on one-day training sessions. All training programmes are now geared to the “Roche way of customer engagement”, a framework defining observable criteria for sales behaviour. Roche and Krauthammer are continuously enhancing this programme to improve agility and customer focus.