Successful collaboration in companies and partnerships-

People in complex value creation processes

Creativity, innovation and progress occur when people use their knowledge to generate new ideas. They also have the skills to inspire others in order to further develop the results achieved together in a creative interaction.

In addition, the courage is needed to tackle things and to lead them to success in a goal-oriented manner, even in the face of reservations and resistance. Thus, the cooperation and interaction of people is the starting point of all progress.

The increase in the gross national product in the industrialized countries over the last twenty years has hardly come about through an increase in the production of goods and commodities, but almost exclusively through services. Digitization is certainly of great importance here, but digitization also has as its starting point knowledge/creativity and a willingness to change in the sense of breaking new ground.

The seminar and coaching offer: "People in complex value creation processes" addresses precisely these three aspects:

  • Organizational Change- Successfully
  • Intercultural Cooperation
  • Knowledge and Knowledge Management


The individual semi-parts can be booked individually or as a complete package.

Alternatively, a general seminar can be offered (1 day per topic) or a company- or task-oriented adaptation to the respective challenge (2-3 days per topic, depending on the depth of penetration).

A reasonable number of participants is 4-10 people.

The seminars can be offered in German and English.

Of course, the range of services can also be offered as coaching in preparation for or alongside a project.


Organizational Change - successfully

In last years in particular, many profound changes have taken place. People like to talk about disruptive innovation, and disruptive means disruptive.

Many companies that previously operated successfully in the market have become irrelevant or disappeared from the market altogether in a very short time. Other companies were able to shape these changes and remain successful. However, it was not always the best technologies that were successful.

Peter Kruse describes a change process as a deliberate instability and uncertainty in an organization to move from a stable state to a higher stable state. He warns against a permanent instability in the sense of "panta re" (everything flows). This has nothing to do with a continuous improvement process that enables permanent small optimizations in a stable organization.

The decisive factor is our willingness to change. Evolution has taught us to behave in the sense of an energy minimum. This means remaining in our individual comfort zone. Often a threat is the basis for a successful change. Change is most easily accepted when the question of “why” can be clearly answered and is emotionally perceived. (S. Sinek, "Start with the Why", 2011)

In the early 90th, G. Moore described the behavioral patterns of visionaries, pragmatists, conservatives and skeptics in his book "Crossing the Chasm" and postulated that these groups require a different approach. These thoughts were also further developed by G. Dueck, among others, "The New and Its Enemies," 2013. It also becomes clear that people from all four behavior patterns make a valuable contribution to the success of a change. However, this must be controlled in a targeted manner

This goal can be achieved by applying a five-step plan. The concept developed shows how changes in companies can be designed and how these four different behavioral patterns, from the visionaries to the skeptics, can be addressed in their respective world of thought and concept in order to successfully implement change projects, as well as organizational changes.



Intercultural Cooperation

"Culture is the collective programming of the mind that distinguishes the members of one group of people from other groups" (P. Bourdieu, 1930 - 2002).

"One's own culture cannot simply be queried, but only becomes visible in contact with other groups. In this process, each individual is a member of different groups and cultures", (E. Schein, 1986).

"Companies with higher cultural diversity have more customers and make higher profits. Among Nobel Prize winners, research groups from different cultural backgrounds are particularly frequent" (Chr. Hesse, 2018).

If knowledge requires people to interact, then it is especially important that people understand each other and see different attitudes and perspectives as an opportunity rather than a threat.

Using two scientific explanatory models, different aspects of culture are considered.

  • Cultural dimensions according to G. Hofstede, 2017
  • "Cultural Map" according to E. Meyer, 2014

In addition to the pure presentation of the various aspects and points of view, it is important to reflect these explanatory models on one's own experiences in order to gain a better understanding and increased sensitivity in dealing with other people.

So it is no surprise that the large teams with a complex structure that invest a lot of time and money in the continuous team building process are much more successful.


Because in the end, the equation holds:

Competitive collaboration = 20% efficient technology + 30% efficient processes + 50% collaborative people


Knowledge and Knowledge Management

  • Knowledge is a social process based on prior understanding, data, and information (Capurro 1998).
  • Knowledge management is the systematic, goal-oriented application for controlling, monitoring and supporting knowledge processes across company boundaries

(Thoben 2002)


Also frequently heard is the statement, "If the company knew what the company knows, then ...."

In the seminar, the topic of knowledge is examined in more detail from different aspects. Questions of perception and the interplay of explicit (conscious) and implicit (unconscious) knowledge will also be examined.

In the knowledge management part, different methods of knowledge management are presented and discussed.

At the end, knowledge is considered as intellectual capital of an organization and evaluation procedures for knowledge are shown.




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