Breaking the silos with an organizational culture that drives innovation
- Shortening innovation cycles in a highly competitive market
- Cultural development from top-down hierarchical (tearing down silo walls) to cross-functional and agile
- Replacing ineffective, rigid patterns with flexible, customer-centric forms of collaboration
- Multi-perspectivity in innovation management
- Evolution of the leadership mindset: Empowerment of employees and improved use of resources. Change competence and moderation of sustainable development processes
What habe we achieved?
- Intensified cooperation between regions and functions
- Implementation of Otto Scharmer's theory U as an innovation and problem solving process
- Increased leadership at the level of customer-centric innovation and problem-solving
- Introduction of new, more effective forms of cooperation across regions and functional boundaries
- Shifting the expert culture towards a culture of joint design and solution orientation
First meeting with the project owner and the HR of the client.
Management of the consulting team, which goes into contract clarification with the project owner and develops architectures, designs and methods.
Management of the consulting team. Implementation of multi-level organizational development. Inclusion of 300 executives starting from the Board of Directors. Staffing: International consulting team for Germany and China.
2-year joint development process with workshops and large group events in Germany and China, case work and Theory U by Otto Scharmer. Continuous coordination with the client, evaluation and adaptation of the methods.