What are the strengths and deficits of an organizational unit? Where are the adjusting levers for the success? How can a positive development be made?

We answer those questions with our method of  organizational diagnosis and development. We focus on factors which are internally influencable, well knowing that success can also be dependent on many non-influencable external factors. We face these external factors with ideally constructed units that have a clear competitive advantage.

ORGANIZATIONAL DIAGNOSIS AND DEVELOPMENT

Creating the basis for success

 

 

The diagnosis and following development process happen separately for each business unit. For a development process in sales this means for instance that sales is not considered in its entirety but each regional sales unit individually having own strengths and weaknesses as well as individual basic conditions in its market segment.  Therefore we derive highly specific tipping points for these units and subsequently design an individually tailored development process.


Design of the System

The design of a development process is one of the most important issues / corner stones and happens individually extremely customer-specifically as the organization's basis needs to be illustrated as exactly as possible. In the conceptional phase the influencing factors which are subject of the following diagnosis are defined together with the customer / together with you. To do so we imbed the employees' internal expertise saturating their strategic and operational aspects of delivering performance.


Diagnosis

In the phase of diagnosis, output factors as the financial and customer perspective are recorded similar to a balanced scorecard.  Input factors such as quality of processes or of leadership are assessed on-site by consultants.
Tried and tested is a mixture of various interviewing systems such as on-site interviews for assessing process perspectives and a 360° feedback on leadership aspects.
The results are brought together in an interdisciplinary meeting of internal process partners, the responsable boss of the unit (e.g. Head of Sales) and external consultants as centerpiece of the process. In this meeting the correlation of input and output factors are discussed, modes of action are illustrated, a clear image of strengths and development potencials is compiled and ultimately the decisive tipping point is set.


Individual Development Process

To begin with the time and content frame is defined for each organizational unit but prioritized and varied, where required, on-site along the tipping point and along acute needs. As a result we generate interest and an ad hoc benefit for the organization and participants. They directly benefit from the development process as, due to the high relevance, an immediate practical transfer succeeds notably easy. The effectiveness of the process is the special feature.
A rolling procedure of the diagnosis or the entire process is implemented in a 3-year-period. Via measuring the output factors the success of the process can be proved validly. Furthermore follow-up activities can be identified and implemented.


Good Reasons for Choosing Wildenmann

  1. We manage to establish the employees' congruency to the company's objectves even in difficult situations.
  2. Due to a high involvement level and the reduction of social distance we create a mentality of personal responsibility and intrapreneurship.
  3. We increase the ability of cooperation and thus compensate lacking systems (e.g. IT solutions) or structures in many situations.
  4. Due to efficient and simple measuring systems we promptly get the necessary transparency in order to identify starting points.
  5. We achieve measurable progess by connecting necessary improvements and by linking  necessary behavioral patterns.

Information: +49 7243 5230800

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Correct guidance at all levels is one of the essential guarantors for success.                            
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