To create a consistent global leadership culture across their different business groups Freudenberg set up a leadership framework describing desired behaviours and competencies at different leadership levels. Together with Krauthammer, they designed a global leadership concept consisting in 4 tailor made leadership programs. With these 4 programs, Freudenberg is developing their leaders to go successfully through different leadership transitions and to meet their specific challenges.
As global leader in hearing solutions Amplifon has more than 12,500 employees in 22 countries. The company’s unique selling point is the value it creates for its customers through superior customer care. Yet, Amplifon saw the need to change its customer approach by further improving its people's clinical and customer oriented skills to be “next to the client”.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
Armacell implemented international standards for performance management through it's 3-day leadership development programme. These standards are now applied by all managing employees.
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.
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.
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.
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.
Bouygues Construction wanted to modernize their managerial practices and behaviours in order to adapt to new expectations and leadership methods with the goal of contributing to a better quality of life at work, harmony and team performance.
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.