Coloured value cards on the table with workshop participants in the background

OUR MISSION:
WELCOMING THE FUTURE,
MASTERING CRISES

Future tasks and day-to-day business. How do the two fit together?

The Challenge

As a group in the construction industry, the client has faced rising demands for years. The challenge is not only to meet the needs of customers and the expectations of the French parent company, but to secure its own readiness for the future at the same time. How is that supposed to work? The client's branches span the whole of Germany and are organised locally. Company culture and DNA are rooted in traditional values and shaped by a classic hierarchy. There were few tools and methods for digital collaboration, and employees were not used to working on projects across locations or to a high degree of transparency. The complex stakeholder structure of parent company, head office and acquired businesses added further demands.

Industry

Construction

Service

Guiding an organisation-wide transformation across 2 of 4 business units

Thematic Comparability

Culture and values, Leadership enablement, Mood barometers, Team workshops

Goals

1
Restore readiness for the future, win managers over to the vision and the new strategic direction, and raise changeability through coaching, advice and training
2
Develop solutions and tools for the strategic fields of action collaboratively and roll them out across all locations in a new, agile way of working
3
Build a strategic transformation process, a "transformation machine", so further future demands can be met quickly and durably

Triangle of success factors: effectiveness, continuity and lighthouses around a shared experience

Mission.23 graphic on supporting the branches, trecks and teams set against a mountain

Acceptance planning along the change curve, from shock through learning to integration

Two managers in conversation, one holding pens

Cards on fields of action lying on the table with the group behind them

Whiteboard with the words Next Step handwritten in red

Two baskets with pens and moderation cards on a wooden table

A shared mission, lighthouse projects and continuity. Those were the factors that carried it.

Approach & Impact

The project began by identifying strategic fields of action, among them staff, communication, motivation and raising the level of maturity. So the resulting demands would not disappear into day-to-day business as usual, a new form of work organisation was founded: managers from head office and the branches who took on delivering them.

1
Kick-off workshop to identify the future tasks and develop a shared mission
2
Creating genuine commitment and an emotional bond to the mission
3
Securing 20% of free capacity for the project work, including self-analysis and input on time management
4
Introducing agile structures and a collaborative mindset, so solutions and ideas grow across branches
5
Rolling the finished tools out to the branches
6
Setting up a sounding channel, a mood barometer, to keep measuring the effect and the changing spirit in the branches and to track progress

139 TOOLS

Put to use

+ 19% CHANGE SPIRIT

Welcoming progress and putting it to work

80% COMMUNITY

Of all employees experience community

+ 2 YEARS

Of working together

+ 12% ENTHUSIASM

Across all employees

+ 36 TOOLS

Developed

Role pm.result

Steering and leading the whole project, advising and coaching the client, building portfolio management and a PMO to track successful implementation, developing change and participation formats along with communication concepts, running project and change management, measuring progress and mood through KPIs and the sounding channel, and implementing a "transformation machine" for future change projects.

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