Our clients' success is our success. Read some of our client stories.
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.
Included in the learning journey of VIVESCIA :
and 1 more…
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.
Included in the learning journey of Roland Garros :
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:
and 1 more…
Damen Shipyards wanted to develop a leadership framework with special focus on younger high potentials. Together with Krauthammer they co-designed a one-year-programme focusing on personal leadership, influencing and negotiation. The involvement of the senior management, the exchanges on leadership and the strategic part were key success factors of the programme.
Included in the learning journey of Damen Shipyards:
The managers of a private bank were more focussed in their expert role than in their managerial position. To help them feel better suited for their role a five days advanced management training was designed. Conflict handling, performance reviews and realignment meetings were some of the elements which were addressed.
Included in the learning journey of Private Bank :
AkzoNobel Performance Coatings launched a strategy of growth with implications for the sales force. A global sales management training was needed to not only communicate the changes taking place, but also to train sales managers with skills they need for their redefined role.
Included in the learning journey of AkzoNobel:
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.
Included in the learning journey of Geodis Road Transport :
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:
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.
Included in the learning journey of Clariant:
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.
Included in the learning journey of André Koch:
and 1 more…
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:
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.
Included in the learning journey of Huntsman:
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.
Included in the learning journey of Eurocontrol:
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:
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.
Included in the learning journey of Luba: