We are developing organizations OF THE FUTURE

Does your business bravely break new grounds and aspires to make the world a tiny bit better? We accompany you with passion and reason and hand you expertise, that you will soon master on your own.

Our Mission: Align the employee needs with those of their business and the market

Stories from our clients that said yes to change

No matter the size or form - from Start-up to Big Corporation - we work with clients that care about the well-being of every tmember. Companies that have a prosperous future.
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Reise agile Organisation

Pain: Bergzeit ist auf Wachstumskurs und im Jahr vor Projektbeginn über 100 neue Mitarbeiter eingestellt. Gleichzeitig begannen sie zwei Jahre zuvor mit agilen Squads und Scrum sich schrittweise in eine neue Art der Zusammenarbeit zu bewegen. Zu Beginn geht es  darum, eine maßgeschneiderte Vorgehensweise zu etablieren, die klassische Abteilungsstrukturen und cross-funktionales, agiles Arbeiten miteinander verbindet.

Gain: Motiviert sind sie bei Bergzeit alle. Insofern war der Bottom-Up Ansatz von Erfolg gekrönt, bei dem sich eine „Entwicklungsmannschaft“ aus Freiwilligen fand, die stärker ins agile Arbeiten eintauchen wollte. Mittlerweile fungiert dieses Team aus 14 engagierten Mitarbeitern als wertvoller Multiplikator und Wissensträger für agile Hacks, Moderationsskills und vieles mehr, die ihre Kompetenzen ins Unternehmen verbreiten. Dies schafft eine gute Grundlage, um die nächsten Schritte gehen zu können. Hier liegt der Fokus vor allem darin, eine gemeinsame Vorstellung von Bergzeit als agile Organisation zu entwickeln und eine agile Governance unternehmensweit zu etablieren.

Agile organization development

Pain: The complex aim, to conclude the ecological cycle in the functional clothing industry, requires, across all range limits, a creative approach and a completely new way of collaboration, in order to create sufficient space for disruptive innovations.
Gain: Through cross-functional collaboration collective creativity was able to unleash. At the same time new patterns help to make effective decisions at team level and resolve drivers independently. Development from traditional, hierarchical structures to organizations, in which people are able to unfold their potential to leadership roles (professionally/culturally) and contribute to achieving ambitious goals.

Professional support in developing a suitable organization model

Pain: The company grew swiftly beyond two locations and dealt with the question which type of organization model could carry its extraordinary culture of social closeness, high professional standards and shared growth.
Gain: With the help of elements of sociocracy 3.0, the flat hierarchy and agile collaboration in projects were brought to a new level. In an interim step a newly created governance circle bundled management work and met a dual goal: to resolve acute tension in teams and develop a sustainable organization model, which empowers newly created semi-autonomous teams to create value and to enable a personal and cultural development.

Coaching for the development of a business plan

Pain: The Leadwise Founders generated the ideas to set up a global, digital learning community on the subject of self organization, back when online learning tools were an exception. However, there were many hurdles in the implementation, including the financial viability of the project.
Gain: The Founders realized which steps they had to tackle in which way, in order to create a genuine project out of the idea. Through a team coaching process they strengthened their vision and were able to distribute respective tasks strength-oriented  or rather acknowledged in which areas they had to  get support from third parties. They came back in a mutual flow and managed to energetically realize their product and integrate it in the Semco Style Institute.

Introduction of OKRs and team development

Pain: The Start-Up grew rapidly in a short period of time. Additionally to high operational pressure, a diffuse dissatisfaction and the loss of a joint sense of togetherness were added. Among the founders this led to the necessity to make the implicit purpose, values and strategy explicit and take on board the entire team.
Gain: At an early stage the Start-Up dealt with the question of which people in the company should interact in which way and which principles and values should be applied. Based on this, the Start-Up could selectively find and develop potential talents, who matched the corporate culture. People, who (want to) grow with their tasks, who act in the interest of the company and independently set new impulses. In addition they worked on making the strategy explicit and setting goals in a participatory way by introducing OKRs as a framework.

More agile organization, delegation and decentralized decision making with the help of sociocracy 3.0 patterns

Pain: The IT service provider was, with more than 260 employees, set for further growth and realized that previous organizational structures reached their limits.
Gain: In order to improve the nature of the collaboration, to strengthen the delegation and to take decentralized decisions, the company decided to apply patterns from sociocracy 3.0. In a retreat we accompanied executives in the process of deepening and testing elements of sociocracy 3.0. Consequently employees were motivated and enabled to gradually take on more responsibility. A unified, value oriented and even more agile framework of work was created, which was met with wide acceptance and strengthened the self-responsibility of the employees.

Begleitung im Organisationsdesign

Wir bieten eine pragmatische Mischung aus wissenschaftlichen Methoden und praxiserprobten Umsetzungsprozessen. Und wir docken genau dort an, wo Ihre Organisation jetzt gerade steht: Ob Impulsvorträge, Intensivschulungen oder maßgeschneiderte Umsetzungsbegleitung – wir verkaufen kein Patentrezept, sondern entfesseln gemeinsam mit Ihnen das Potential, was ohnehin in Ihrer Mannschaft schlummert.

Agile Organisationsentwicklung

Mariola und Stella begleiten uns seit Frühjahr diesen Jahres. Wir möchten unsere Unternehmensorganisation auf eine neue Grundlage stellen. Dabei sind wir offen für innovative und mutige Wege, die unsere Strategie unterstützen. Mit Mariola und Stella haben wir einen starken Sparringspartner gewonnen. Sie setzen wirksame Impulse, die alte Krusten aufbrechen und Neues entstehen lassen.

Coaching für die Entwicklung des Geschäftsmodells

“We were in the founding phase of our company that is providing self-management knowledge and training to consultants and business clients. As team coach and strategy validator Mariola helped us to work out our purpose, the business model and to get the internal setting right. I particularly enjoyed her deep listening skills, analytical thinking and creativity. Without her we would have not made it as far as quickly.”

We offer hacks for future-oriented companies

Start with why
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.
Leadership and self-control via OKRS
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.
Decentralized management work
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.
The soft stuff
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.
Agile organizational structures
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.
Agile work
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.
Patterns form Sociocracy 3.0 and Holacracy
Drivers, principles of artful participation and Safe Enough, Good Enough, proposal elaboration, consensus decision-making. Role choice, integration of objections.
Scrum and Kanban
working phases in sprints, backlog planning, retrospectives, working on physical kanban boards, introduction of trello, iterative working methods in sprints.

Our most effective roles: Jester and Servant Leader

The Jester

We observe, what concerns people, which needs they have, beneficial or less-beneficial patterns, dynamics and behaviors within the organization. When useful we hold up a mirror to decision-makers and teams and support them to develop into the desired direction. We bring up uncomfortable issues by using a non-violent communication - whenever it is useful for the overall transformation. Step by step people learn to address taboos and critical topics without fear, but rather with esteem and clarity.

The Servant Leader of the transformation

In service of the whole organization and with an understanding of individual perspectives, we provide the kind of leadership, which the organization itself can’t provide just yet, although which is required to advance new structures. Whether as an interim agile manager, which intensively supports a pilot team, as a moderator, who brings collaboration, communication and conflict resolution to a new level, as a (agile) Coach/Mentor, who supports people to grow into new roles - we are not entrenched to a specific kind of of mentoring, but perform intervention on areas that are critical to success.

How we start

Time is way to valuable, to waste it on PPT slides for proposals.
We start with getting to know each other, no matter wether remote or on-site at your location and get straight to work. Contact us now for a first meet up.
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