Employees become entrepreneurs in companies, once they identify with the company’s purpose. By connecting with the company's purpose, employees develop the meaningfulness of their own actions. This is the fundamental condition for motivation and entrepreneurial spirit. As a result the WHY acts as a compass which steers the energy in a common direction and enables autonomous actions. 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, in complex value creation it is important to coordinate and synchronize on an operative level. Google, LinkedIn and many of our Start-Ups utilize therefore OKRs (Objective and Key Results). They connect the WHY and the aims of the company with the individual projects of the employees and set a clear focus for the respective upcoming quarter. Via transparent, ambitious and measurable aims employees and teams organize themselves.

In self-organization, management work is more important than ever. We are opening spaces in which leadership is consciously further developed. Away from the directive top-down leadership towards a contemporary, decentral and reflected understanding of leadership. The idea of a classical executive is being replaced by leadership roles, structures and shared decision-making power. Power hierarchies turn into purpose and goal hierarchies. Closely linked therewith are decentral decision-making formats which are easily learned.

Self-organization sets higher demands on people in companies. As organizational psychologists we understand the importance of equipping teams with whatever they need, in order to work well together. First our priority is to ensure psychological safety and trust. Then, attentive listening, giving feedback and the ability to solve conflicts. Through collegial coachings shared leadership is made possible. We design teamcoachings and offsites, in which teams improve. There, it’s all about trust, taking on responsibility, clarifying roles and last but not least having fun.

Consequent self-organization requires corresponding organizational designs, which facilitate agile organizational structures. With Sociocracy 3.0, Holacracy, Tribe-Design (spotify), hybrid variants and teal organization, there are proven alternatives to classical-hierarchical organizations by now. We select the elements from the frameworks, which are suitable to the respective culture and value added. As change experts, we know that for effective change there must be equally worked on structure, settings and behavior.

Using agile methods is not equivalent to actually “being agile”. As agile coaches we support product owners, scrum masters and servant leaders to grow in their (new) roles and to live by agile values and principles. From a certain number of employees onwards 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, as well as across different locations.

Drivers, principles of artful participation and Safe Enough, Good Enough, proposal elaboration, consensus decision-making. Role choice, integration of objections.

working phases in sprints, backlog planning, retrospectives, working on physical kanban boards, introduction of trello, iterative working methods in sprints.

Creatively rethinking organizational designs of companies with the help of a structural creative design thinking process (immerse - understand the needs of the employees - develop creative new approaches).

1:1 Coachings for the CEO and executive members, because transformational changes are most sustainable, when people with influence in the system are developing themselves further.

Retrospectives as a recurring format at the end of each sprint to reflect the collaboration - not the content-related progress. 4 steps: 1) setting common timelines for observation 2) collecting data points 3) reflecting findings 4) deriving measures and action items.

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

Short, crisp mini workshops of 2-2,5 hours including a joint lunch. Focus on a specific topic, brief input and experience-oriented exercise, social networking. Large lever, small effort.

Docking onto the purpose with the help of an IKIGAI reflection. Consciously perceiving individual purpose, as well as the purpose of the company and describing intersection and possible steps, which increase the intersection between one own’s purpose and the purpose of the company.

Sustainably solving conflicts between two or more parties with the help of a meditative format. Clarifying the factual level, actively promoting mutual understanding, fathoming the needs of the other, finding joint solutions and translating them into actions.

Reflecting content-related, operative progress. Every two weeks, there is a corporate presentation, in which every team - in a stand up meeting - reports what it achieved, what the next steps are and where support is required.

One or two people in the company take on the role as org-developer, agile coach, transformation manager or something similar. They receive a 1:1 enabling from us, so that knowledge and experience can be permanently incorporated in the company.

The employees initiate experiments to resolve the experienced tension. They work within these teams in an agile logic with elected roles (moderator, driver carrier & process pilot), kanban boards and approved new formats of decision-making in teams.

With the help of a creative organizational design thinking process the governance-circle developed a new set-up for the whole organization on the basis of the peachmodell (value-adding teams on the outside, service providing teams on the inside).

On many steps throughout the process it was perfectly enough to give selective feedbacks, observations and reflections. Thus we could efficiently pass on our knowledge and experience, so that the company could implement them in a resource savingly manner.