Reference examples

1. Contextualisation

The following case describes a complementary consulting process in an organisation with approx. 2,000 employees.

Although nearly 50% of the firm's employees were female, women occupied just 15% of the managerial positions. In order to meet with the voluntary self-obligation to increase the proportion of managerial posts occupied by women to 25%, it was felt necessary to support the advancement of junior female managerial staff. At the same time, the organisation was faced with the challenge of implementing a complex process of change in the context of the new business strategy.

2. Orientation phase

During a clarification discussion with the client, the goal of the consulting operation was specified as follows: the creation and implementation of a managerial development programme for junior female staff attuned to the new business strategy. The consulting process was designated to be concluded within 9 months.

3. Clarification / diagnosis phase

In the scope of a multi-stage process (consisting of document analyses, site visits, workshops with managers and junior potential female managers as well as individual discussions with the personnel council and representatives of the executive team), the requirements and interests of the different interest groups in a managerial development programme for junior female staff were clarified. The contribution that a managerial development programme should make to the implementation of the business strategy was also evaluated.

4. Change / implementation phase

On the basis of the system diagnosis, a programme was developed and coordinated with the personnel council and the executive team. The goal of this was to prepare junior female staff for a future managerial position through their independent completion of change projects considered urgent in the context of business policy.

The programme was arranged to take place over 6 months for 20 participants and consisted of four change management modules, each of which consisted of one theory and one practical component. The change management knowledge conveyed during the theory component was applied and strengthened during the practical component through the planning, implementation and evaluation of the change projects. To initiate a shared learning process the 20 participants were split into 5 functional, organizationally-spanning learning groups, each with 4 persons. One change project was defined for each learning group, which was to be implemented in the scope of the practical component. One project manager was specified per learning group and one representative of the executive team was designated as a mentor. To control the individual change projects, a steering committee was formed, consisting of the mentors and one representative of the personnel council. To support the work in the learning groups, individual and group coaching sessions took place on a regular basis.

5. Concluding phase

To conclude the managerial development programme, a shared evaluation workshop took place with the participants of the management development programme and the steering committee. In the scope of this workshop, the results of the change projects were presented and evaluated. The overall process was subjected to critical reflection and the work of the learning groups was also appreciated.

In the steering committee, the future target position was then specified for every participant on the programme and the continuation of the development programme for junior female staff was then agreed.

Added value of the consulting

With the help of the management development programme for junior staff and the changed recruitment guidelines, over the course of two years, it was possible to increase the number of managerial posts occupied by women from 15% to 25%. In addition to this, the change projects completed in the scope of the programme also turned out to be kick-starters for the new business strategy.

1. Contextualisation

The consulting process described in this context was completed in the business unit of a German company in Egypt. This company was established roughly three years ago. To position its services on the national market, the unit developed a comprehensive network with national companies and institutions on location. There was initial doubt, however, as to whether the resource requirements of the actual company could be optimally supplemented by the existing network.

The consultant was asked by the manager of the business unit to carry out a one day meeting on the theme of cooperation management with 12 employees (national and international).

2. Orientation phase

In the context of an initial discussion, the following goal was defined for the consulting process: The current cooperation system is checked in view of the selection of the cooperation partners and the configuration of the cooperation relationships.

3. Clarification / diagnosis phase

On the basis of the value added chain and the business area, the resources areas were identified in which the German company has the greatest need for complementary cooperation. Subsequently, the current cooperation partners were presented appropriate to their resource contributions in a stakeholder map and the relationships of the German company to each individual stakeholder was mapped out.

The visualisation demonstrated that the existing resource requirements were not completely covered by the current cooperation system and the previous cooperation efforts had not always been successful. In order to shed further light on the relationships viewed as being weak, the pattern of the previous cooperation was analysed and it was examined as to whether the goals/interests and the company culture of these partners were congruent with those of the German company.

4. Change / implementation phase

On the basis of the results from the diagnosis, a new stakeholder map was created, aligned to future needs. In addition to the important existing cooperation partners, new potential cooperation partners were also included in this map, as long as their goals and business culture was evaluated as being suitable.

Subsequently, the desired form of cooperation was also specified for every potential and existing partner (strategic alliance, co-production, etc.). In conclusion, measures were identified for the strengthening of the existing cooperation relationships or to develop new cooperation relationships, which were then realised in a plan of action.

5. Added value of the consulting

Corresponding with the results of the consulting process, the business unit initiated and developed partnerships, which are aligned to its strategic and operational requirements and help develop its position in the Egyptian market place.

1. Contextualisation

The consulting process described in this context took place in the scope of a monthly sector-spanning circle of business owners. This circle originated in the interest of a provision of mutual support by the corresponding business owners. The circle formed the basis for a group coaching for which the Consultant had been contracted and which took place on a quarterly basis. The following process was organised to last for 2 hours and it was completed with 10 persons.

2. Orientation phase

During an open exchange of views, the consulting requirements of the participants in the circle were determined. It then became evident that one business owner was in urgent need of support. Due to the increasing cost pressures her firm had been facing and the simultaneous unwillingness of the banks to provide credit, she had been forced to reduce her fixed personnel costs. To achieve the required reduction in working time amongst her permanent staff, the increased use of flexible workers, a redistribution of tasks and an increased outsourcing of support processes was necessary. The role of the participants was to support the business owner in developing ideas for the future structure of this firm's personnel.

3. Clarification / diagnosis phase

In order to develop options for the future personnel structure, in a first step, the existing structure of the tasks (employees, tasks and scope of work in hours) in the company was determined. In the next step, the tasks were assigned to the three process types: management-, core- and support processes. The assignment to the process types demonstrated that a large proportion of the personnel capacities had been made available for support processes and that the outsourcing potentials were not being sufficiently used.

4. Change / resolution phase

Under the premise of reducing the fixed personnel costs, ideas for the future personnel structure were developed in the context of a brainstorming session. To evaluate the ideas that were gathered, the business owner in question then identified selection criteria (flexibility, cost reduction, customer orientation, increasing turnover). On the basis of these selection criteria, she then evaluated all of the ideas that had been gathered on a scale of 0 (criterion is not fulfilled) to 5 (criterion is completely fulfilled). On the basis of this evaluation she then chose three ideas that she wanted to follow up.

5. Added value of the consulting

Through implementing the options to change the personnel structure generated in the consulting process, the business owner was able to reduce her fixed personnel costs by 25% during the year. The coaching discussion with the other participants also highlighted the necessity for them to review the personnel structures in their companies.