Employees become entrepreneurs in the company when they identify with the company's purpose. By connecting with the company's purpose, employees develop a sense of purpose in their own actions. This is the fundamental prerequisite for motivation and entrepreneurial thinking. As a result, the WHY acts like a compass that directs energy in a common direction and enables autonomous action. We have a lot of experience in co-creatively formulating the WHY of companies and enabling employees to deeply connect with it.

As soon as the WHY is clearly anchored, for complex value creation it is important to align and synchronize on an operative level. Google, LinkedIn and many of our start-ups use OKRs (Objectives and Key Results) for this purpose. They link the WHY and the goals of the company with the individual plans of the employees and set a clear focus for the respective upcoming quarter. In this way, employees and teams organize themselves through transparent, ambitious, and measurable goals.

In self-organization, leadership work is more important than ever. We open up spaces in which leadership can be consciously developed further. Away from top-down management towards a contemporary, decentral and reflected understanding of leadership. The idea of a classical executive is replaced by leadership roles, structures and shared decision-making. Power hierarchies become purpose and goal hierarchies. Closely related to this are decentralized decision-making formats that can be easily learned.

Self-organization places higher demands on people in organizations. As organizational psychologists, we understand how to equip teams with what they need to work well together. First and foremost come psychological security and trust. Then come genuine listening, giving feedback, and the ability to resolve conflict. Distributed leadership is enabled via collegial coaching. We design team coaching sessions and offsites where teams improve. There, it's all about trust, taking responsibility, clarifying roles and, last but not least, having fun.

Consistent self-organization requires corresponding organizational designs which facilitate agile organizational structures. With Sociocracy 3.0, holacracy, tribe design (Spotify), hybrid variants and teal organizations, there are now proven alternatives to classic hierarchical organizations. We select the elements from the frameworks that fit the respective culture and value creation. As change experts, we know that effective change requires working on structure, attitudes and behavior in equal measure.

Using agile methods is not the same as "being agile". As agile coaches, we support Product Owners and Scrum Masters and Servant Leaders to grow in their (new) roles and to live agile values and principles. As of a certain number of employees, it is possible to scale with LeSS. Through Communities of Practice, Open Space Agility and other large group formats, we support cross-functional working and learning within companies, even across locations.

Drivers, principle of artful participation and safe enough, good enough, proposal elaboration, consensus decision making, role choice, integration of objections

Work phases in sprints, backlog planning, retrospectives, working on physical Kanban boards, introduction of Trello, iterative way of working in sprints

Creatively rethink the organizational design of the company using a structured, creative design thinking process (dive in - understand employee needs - develop creative new approaches).

1:1 coaching sessions for the CEO and leadership staff, because transformational change is sustainable when the people with influence in the system develop accordingly.

Retrospectives as a recurring format at the end of each sprint to reflect on collaboration - not content progress. 5 steps: 1) establish common timeline for consideration, 2) collect data, 3) gain insights, 4) reflect on insights, 5) derive measures & action items.

Organizational change processes require space for reflection. A group from within the company, including management, works council and employees regularly take the pulse of the company with a focus on tensions and emotions.

Short, concise mini-workshops of 2-2.5 hours, including a shared lunch. Focus on a specific topic, brief input and experience-oriented exercise, social networking. Great leverage, little effort.

Approaching the concept of purpose with the help of an IKIGAI reflection. Consciously perceive individual purpose as well as company purpose and focus on the overlap. If necessary, take steps to increase the overlap between own purpose and company purpose.

Solve conflicts between two or more parties with the help of a mediative format in a sustainable way. Clarify the factual level, actively promote mutual understanding, explore the needs of the other, find solutions together and translate them into action.

Reflect on content-related, operational progress. A joint presentation every two weeks where each team reports in a stand-up meeting what they have accomplished, what the next steps are, and where they need support.

One or two people in the company take on the role of org developer, agile coach, transformation manager, etc. We perform a 1:1 enabling with them, so that knowledge and experience can be sustainably anchored in the company.

Employees initiated experiments to work through the tensions they felt. They worked within these teams in an agile logic with chosen roles (facilitator, driver carrier & process pilot), Kanban boards and tested new formats of team decision making.

Using a creative organizational design thinking process, the governance circle develops a new set-up for the entire organization based on the peach model (value-creating teams on the outside, service-providing teams on the inside).

At many points in the process, it is perfectly sufficient to provide selective feedback, observations and reflections. This way we can efficiently pass on our knowledge & experience and the company can directly implement this in a resource-saving manner.