CASE STUDIES

British American Tobacco, based in London, with a presence in more than 200 markets and 45 production sites in 42 countries, employs more than 91,000 people.

As practical entrepreneurs, we develop people in order to move organisations sustainably. This is what happened for British American Tobacco - in four steps, from analysis to sustainable implementation...More

BRITISH AMERICAN TOBACCO 

BUSINESS COACHING

Hanwha Q-Cells Co Ltd. is a globally active photovoltaic provider with 9,330 employees and headquarters in South Korea and Germany. 

The company has taken specific measures over a period of one year to train its employees to become true sales professionals...More

HANWHA Q CELLS SALES TRAINING

SWL Energie AG in Lenzburg, with 80 employees, supplies the region with electricity, natural gas, district heating, water and other services. SWL also plans, builds and maintains electrical installations. 

What to do if there is no clear direction of the leadership, common values are missing and the corporate culture is not future-oriented?...More

SWL ENERGIE AG CULTURAL CHANGE 

Ikea is a multinational furnishing group with 149,000 employees. The company was founded in 1943 by Ingvar Kamprad. 

Through a workshop and an implementation plan, the restructuring was successfully completed and a new unit was formed - the team is stronger today than ever before...More

IKEA HELSINGBORG TEAM DEVELOPMENT 

British American Tobacco  - Business Coaching

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An organization is the sum of its employees. That is why our philosophy starts here. As practical entrepreneurs, we develop people in order to move organizations sustainably. This is what happened for British American Tobacco - in four steps, from analysis to sustainable implementation.

Case Study 

A win-win-win situation

The 55-year-old IT team leader has been working for the company American Tobacco for 15 years. His everyday life was routine, the processes familiar - until the new Global Head of IT joined the company. Suddenly he faced unexpected problems and reached his limits. His attentive new supervisor noticed the tensions and offered him coaching. As a result, the former IT team leader now holds a new position and looks to the future with great optimism.

The current situation 

What triggered the change? 

With the new Global Head of IT`s  leadership style, the IT team leader expressed his difficulties. He felt more and more pressure, which was physically and psychologically overwhelming. This uncertainty made the 55 year old doubt his competence as a team leader and resulted in the fear of soon being without a job. A vicious circle.   

Objective 

How should the change be achieved?  

The coaching offered by the supervisor was intended to remedy the situation and provide a way out of the hamster wheel. The goal: to work together to define the future role of the IT team leader within the company. To this end, the development steps to strengthen the personality should be identified and an exchange between the Global Head of IT and the IT team leader should clarify their mutual expectations and goals - and thus create a basis for building a relationship of trust.   

Implementation 

How the change was achieved

The comfort zone was the biggest enemy of the IT team leader, he felt too secure. The coaching changed his physiology and he had a new goal in mind. The intervention brought back clarity about his life situation, he knew again where he stood, where he wanted to go and what clear decisions were necessary. He decided to stay in the company if he was to be given a new role in the form of a staff position in which he would no longer have to lead employees and could report directly to the CEO.

Sustainability 

This is how change was embedded

The final discussion between all three parties was positive - the Global Head of IT assured the IT team leader of his full support - and set the course for the future. The former IT team leader is now employed by British American Tobacco as head of security and can therefore report directly to the CEO as he wishes. All three parties were the winners of the coaching - a win-win-win situation so to speak.

 
SWL Energie AG Lenzburg  - Cultural Change 

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An organization is the sum of its employees. That's why our philosophy starts here: As practical entrepreneurs, we develop people in order to move organisations sustainably.

This is what happened for SWL Energie AG - in four steps, from analysis to sustainable implementation.

Case Study 

New energy for SWL Energie AG

What to do if there is no clear direction of the leadership, common values are missing and the corporate culture is not future-oriented? Four years ago, SWL Energie AG was faced with precisely these problems. Today the company has a dynamic and flexible leadership culture.

The current situation 

What triggered the change? 

SWL Energie AG was confronted with an unclear orientation of management and senior leaders towards cultural change. Many interfaces led to greater tensions between employees, and the silo thinking of managers led to more mistakes on the part of customers. Responsibilities were not perceived enough, there was a lack of customer-oriented understanding, customer complaints were frequent, the atmosphere in the team was characterised by coexistence rather than cooperation. 

Objective 

How should the change be achieved?  

In workshops, we defined the values together with the leadership team and developed the management principles from them. The new culture is intended to bring dynamism and flexibility to the company and satisfaction to the employees - for example with targeted measures for their further development. Employees should be empowered to assume more responsibility in the future and in the long term. Employees should also acquire more entrepreneurial skills that will enable them to provide the core services provided internally at a high level to third parties as profitable market services. All teams represent a culture of defined values and open feedback.

Implementation 

How the change was achieved

The managers were trained in the new values and leadership principles in workshops. The new value management principles were presented to all employees in workshops. The resulting new corporate culture was evaluated online by teams, the results were presented to senior leaders in two-hour workshops and development steps were defined. This greatly improved internal communication, personal responsibility, dynamism and flexibility, as well as the relationship of trust within the workforce and with the leadership team. 

Sustainability 

This is how change was embedded

After four years, the new culture has become firmly embedded in the company thanks to feedback and workshops: Once a year, the members of a team assess the management profile of their leaders. The leadership profile is measured on a scale of 10-100 percent, with the goal of achieving over 70% satisfaction. This ensures that the new corporate culture is actually lived. In addition, interface problems can be identified more quickly and measures taken immediately; in workshops, the teams work together with their leaders to draw up appropriate implementation plans.

 
Hanwha Q CELLS GmbH  -  Sales Training

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An organization is the sum of its employees. That's why our philosophy starts here: As practical entrepreneurs, we develop people in order to move organisations sustainably. This is what happened for Hanwha Q CELLS GmbH - in four steps, from analysis to sustainable implementation.

Case Study 

Better than

the rest

As the market leader in the photovoltaic industry, Hanwha Q CELLS GmbH, based in Thalheim (DE), aims to be the best and most respected supplier of solar modules in Germany. In order to achieve this, the company has taken specific measures over a period of one year to train its employees to become true sales professionals.

The current situation 

What triggered the change? 

The customer was neglected, even though customer satisfaction was seen as an absolute focus. The skills of Hanwha Q CELLS GmbH's office and field staff were not on a par with the expectations of demanding customers and business partners.  This was demonstrated by the fact that the field staff went to the customer poorly prepared, the needs of the customers were not determined precisely enough and many offers were written which resulted in too few deals. Furthermore, there was a lack of courage to use the right deal questions in the sales talk. Customer complaints about the unfriendliness of the employees were frequent in the office. The position as market leader could not be consolidated in this way. 

Objective 

How should the change be achieved?  

The internal sales representatives should know how to build up a customer relationship with heart, inspire the customers and retain them for the long term. Sales representatives, on the other hand, must be able to master and apply the phases of modern sales consulting. At the same time, they need to present solutions tailored to the customer at any time. From these principles our concept developed, consisting of four modules which ranged from area, time and self- management, knowledge and understanding, consulting and persuasion, differentiation to successful presentation. The aim was to fully exploit the potential of the employees.

Implementation 

How the change was achieved

In the workshops we carried out Mystery Calls in the office and accompanied three sales representatives at work. The subsequent self-assessment showed that the potential had not yet been exploited. In addition, we worked with practical case studies, group discussions, video recordings and personal development goals so that the customer's shopping experience left nothing to be desired.

Sustainability 

This is how change was embedded

Over a six-month period, we met every six weeks to monitor the learning objectives and thus ensure sustainability. In addition, after one year, we carried out mystery calls again in the office - with results that clearly exceeded the first round. After six months, we also accompanied the sales force once again. The learning objectives were checked directly at the customer's premises with professional feedback which showed what was good and where. 

 
Ikea Helsingborg  - Team Development

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An organization is the sum of its employees. That's why our philosophy starts here: As practical entrepreneurs, we develop people in order to move organisations sustainably. This is what happened for Ikea Helsingborg (SWE) - in four steps, from analysis to sustainable implementation.

Case Study 

Unity through change 

A year ago Guido Niermann took over the IT department of Ikea Helsingborg and initiated major organisational changes. The result: dissatisfied and frustrated employees.

 

Through a workshop and an implementation plan, the restructuring was successfully completed and a new unit was formed - the team is stronger today than ever before.

The current situation 

What triggered the change? 

The new structures introduced - new team compositions, new management style and the speed of introduction left their mark on the IT team; frustration and dissatisfaction spread among some employees, a feeling of helplessness prevailed. In addition, several projects presented employees with difficult challenges that pushed them to their limits.

Objective 

How should the change be achieved?  

The team needs to know where they stand and where they are going. In the workshop, employees should reflect on their patterns of thought and behaviour and define appropriate fields of development. The new team culture developed in the process aims to unite employees and consolidate team thinking. Each team member prepares for this in advance with the DISC personality test and a team analysis. The workshop should also show the abilities, talents, willingness, motivation and commitment of each individual employee. 

Implementation 

How the change was achieved

In the first part of the workshop, each participant presented the milestones of their lives in a collage. The team got to know each other better. In addition, the evaluation of the team analysis showed where improvements could still be made in development. Part two was dedicated to relationship analysis; all participants gave each other structured feedback in order to eliminate areas of conflict. At the workshop, the employees decided on two projects to help the team move forward. The team saw the greatest potential in the interfaces and in the new team culture. Each employee worked out their personal development goals and an implementation plan, working continuously and autonomously on their projects. 

Sustainability 

This is how change was embedded

Four months later we met again and analysed the situation. Successes were celebrated, failures uncovered, their causes investigated and the next decisions taken. The whole process lasted one year - most of the goals were achieved: blockades and feelings of helplessness were dissolved, frustration and dissatisfaction gave way to optimism and self-confidence. Today, all IT staff at Ikea Helsingborg can fully identify with the new team culture and the team is in a bloom phase.

 
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