Innovation and transformation go hand in hand.

The deep shifts in organizations and society in general are closely linked to the development of new systems and technologies. We understand profound cultural change also as a strengthening of the innovation power in companies that leads to solutions for the key challenges of the future.

Theory-U Case Clinics

With the structured U process, based on C. Otto Scharmers Theory U, we replace ineffective patterns that keep you from being innovative. Companies and their leaders are usually very good problem solvers who can quickly master even complex challenges based on their experience. This is an important competence that creates stability in organizations, but it prevents the opening of entirely new solution spaces where we can rethink the future. We have a well equiped toolbox for the intense design of the U-process, which also leads large teams to new perspectives and specific innovations.

Trust Culture Development

In an environment characterized by trust, innovation is much more likely. This statement by Frederik G. Pferdt, ex-Chief Innovation Officer at Google, is confirmed time and again. That's why, when working with innovation teams and areas where innovation is a central component of value creation, we first focus on creating a culture of trust. In doing so, we also use knowledge from neurobiology, which offers very good insights for the connection between trust and the activation of creative resources.

Psychological Safety

Innovation requires room for experimentation and a healthy failure culture. Only through Psychological Safety we can show our vulnerability by admitting failure. And only in a safe space diversity in companies starts to unfold its power by integrating different perspectives. This is the core of a strong innovation culture. Through structured interviews, we analyze with you the level of Psychological Safety on a team level and how we can increase it. A central role play leaders, who we support to develop a facilitating and empowering mindset as team leaders.

Speak up and Dissent Culture

Innovation cultures also need the ability to contradict existing leadership beliefs and to name taboos. We support this "pattern breaking" in two ways. First, by developing a higher awareness of crafted into stone beliefs and patterns. Second, by empowering teams to live a healthy culture of dissent. Only if every individual feels invited to challenge existing solutions and to be appreciative in doing so, a positive innovation climate emerges.

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