The first one: A complete change project

A second one: Teams

And a third: Corporate coaching


All examples are real and annonymous

The first, a semi-governmental organization

Based on new government policy, it was decided to privatize a business unit. The previous step, from government to semi-government, has now been continued targeting the private sector. Together we first determined the scope of the entire project and limited it to our sphere of influence. An almost entirely new culture. The attitude and behavior were therefore the critical success factors and therefore the human being.

We then all redesigned new job profiles. We have included the technical requirements including the emphatically new culture-attitude-behavioral elements.
Presented and applied these new elements through our method and received a commitment to this.

Through fun and challenging exercises, the intrinsic drive to change has been touched, and with that we have been able to successfully and individually take the participants through the entire process.

The third, personal coaching




The second, a factory working with a few teams

From an ever-changing business perspective, the logistics department was perceived as being positively focused on the outside, but inwardly as ‘things are certainly not okay there!’, As was the perception of management. This department was in its own fish bowl. Here, too, people were the critical success factor with their attitude and behavior.

With this question we first started working with the management, this was certainly a very unexpected turn at the intake. But yes, in the event of a successful change, the manager must at least be aware of what we have acted on. Otherwise the chance of relapse is too great.

Ultimately, the success of our approach has led to many departments being able to guide over the years.

Corporate coaching, a process whereby the director gained self-insight by being able to see his own blind spot. Partly because of this, he is still director and he has been able to incorporate his immediate environment into his ambitions. Blind spot-technical, with following old patterns, he says he would have long since dropped out and probably fell into his own pitfall more often.