The following is a brief summary of our major projects. We are able to provide a methodological presentation of these Best Practice approaches to interested parties.
Integration consultancy to two IT operations from two savings banks
Cultural integration. Development of the organisation into a professional service provider. The merger of two IT centres resulted in the creation of new or changed divisions and teams. Many employees were placed under new team or division leaders, had new colleagues and were confronted with a change in their working approach. oezpa was asked to conduct processes including systematic field-finding and development, to initiate the development of the working teams and to support this process.
This advanced the integration process, managers and personnel were placed in a position from which they were able to mutually configure a new culture, an holistic working approach and their contact with one another.
Management team coaching. Management workshops. Management training. Consultancy in project management. Organisation of a personnel development division (conceptual consultancy), design and moderation of the "Get-Together Event" (start of the integration with 500 employees). Implementation of a one-year management development programme. Introduction of an integration barometer (regular staff surveys). Coaching the division and team leaders. Design and implementation of a field-finding cascade (events across all levels to get to know each other, gain awareness of targets, expectations, transparency of new processes, responsibilities and communication rules, participation in work packages, accumulation of ideas and information, feedback to the management etc.). Implementation of individual team development measures (depending on the team status) and team coaching.
The management felt supported in the process of quickly preparing their new teams for work. Mutual decisions and creative leeway in the teams facilitated acceptance. Early identification with the new division / team prevented losses in efficiency and restored motivation. It was possible to create a professional organisational culture. The new company quickly achieved an efficient ability to work and provide service.
Four companies consolidated to create one new company. Different international cultures collided with one another market and cost pressures.
Start the integration work at board level. Develop a merger project (vision, strategy, structures, distribution, IT, shared services, marketing, R&D, team development). Consultancy and coaching MD, management team, project leaders and project teams.
Stabilisation of the company during the development phase. Basis for common cultural understanding Work towards a shared company vision. Foundation of an extended communicative understanding. Recognition and work on problem areas.
Merger of two chemical companies in the agricultural industry
Following the outsourcing of chemical crop protection production to a newly formed company, oezpa was required to provide a programme of consultancy on the integration process, with particular respect to the cultural aspects of the merger.
Preparation for the merger was to take the form of a pre-merger project (prior to introduction to the market).
Due to the conflicting starting position, oezpa concentrated initially on team coaching for the future and former managing directors (MD), who had each been instructed to ensure that the company was ready to begin functioning within a six month period. The integration project was constructed in accordance with the company model in project form (vision and strategy team, marketing team, development team, research team, finance and controlling team, process team, etc.), with equal representation and with consultancy from oezpa.
The new company kick-off is punctual. Preparation of key personnel with respect to the new company and for the challenges of the integration process. Assured integration through the promotion of constructive cooperation at MD level.
Support in the informatics merger of two banks
Reducing the conflicts and defection quotas.
Fast and assured implementation of the strategic specifications in a working organisation.
Organisational cultural analysis: Organisational development concept. Support to moderation and implementation. Establishment of a "sounding board". Observation and feedback. Team development. Coaching.
Integration of the IT subsidiary of two oil companies
The top management of a merged company in the oil industry encourages
integration through intensive cultural work at management level. Following the outsourcing of IT functions from the parent companies to a common IT subsidiary company, the effects of cultural differences became very clear.
In order to avoid a loss of efficiency and to assure the integration of the new company, a culture workshop took place under the guidance of oezpa and within the framework of an ongoing change management process. Establishment of an internal and external image of the cultural origins. Comparison of views and dialogue on differences. Team coaching of workshop participants.
Within the scope of these workshops, the management was sensitised to the cultural aspects of the merger through intensively coached reflection on their cultural origins.
Culture measures were specified for the improvement of cooperation and communication
(e.g. weekly management meetings, foundations for dialogue with staff, management info-ticker).
Integration consultancy in the merging of multiple IT departments into one central IT division.
Different working approaches and organisational cultures. Intercultural challenges. Lack of clarity with respect to rolls, responsibilities, authorities and skills.
Integration workshops. Round-table discussions with management (staff dialogue).
Coaching the IT division leaders (advice on rolls and approaches). Roll analysis and consultancy. Team coaching (team leader - team).
Communication of the project results to 700 employees
Following a merger, it was necessary to inform 700 employees at various sites of the new processes, structures and rolls. The information was to be provided in the form of dialogue. It was also necessary to promote integration between the sites.
Design a communication cascade. Start with division leaders and the top management team. Development of multipliers Department workshops. Parallel reflection rounds and coaching division leaders.
Intensive dialogue between management and all employees. Creation of a communication platform. Promotion of a new communication culture. Qualification of internal multipliers for similar processes.
Consultancy on a common development project for two banks
Integration of the IT landscapes. Integration of the IT organisations of two banks. Organisation of professional project management.
Cultural integration of a project organisation with over 400 project workers.
Conducting roll workshops. Review of the project organisation and rolls (quality assurance). Coaching the main project leaders. Generation of and support with a project communication concept. MD coaching. Roll consultancy.
A merged company with 800 employees from a wide range of cultures needed to develop new targets, structures and processes. New management and communications techniques required. Many employees placed in new teams and divisions.
Management exercises and coaching. Conducting field-finding cascades. Definition of work packages for the organisation, processes, communication
Workshops for developing a common understanding of management. Acceptance and involvement of employees.
Consultancy, process support and coaching by merger experts. Overall coordination of all measures from one source, avoidance of redundancies. Acceptance of employees through constant involvement.
Organisational development in an international specialist paper company
A large company needed to examine its organisational culture due to a massive change in its strategy from classic paper producer to digital print company, and to align the new strategy. The large specialist paper manufacturer found itself suffering profitability difficulties.
It had acquired modern digital paper companies but was unable to integrate these.
It was not possible to capitalise on their added clout.
Multiple interviews and workshops were conducted with employees, management and shareholders from the three consolidated companies, in which the starting cultures were analysed and diagnosed. Strategic cultural dimensions such as reinforced customer orientation, modern employee management and quality orientation (target culture) were practically developed during a dialogue process.
Selected participants of the cultural workshops (culture teams) took over the monitoring of these projects in cooperation with oezpa.
In comparison to the existing culture, the central deficits were reduced through projects such as customer relationship management, management principles and total quality management. It was possible to recognise and exploit cultural differences (between the classic "world of paper" and the "digital world"!). The management team developed into a strong team through this process. The clout of the company, both on the market and with respect to results, was considerably enhanced by the improved use of the newly introduced technologies.
Personnel management and personnel development
The expansion of the group structure necessitated the occupation of new positions in the top management. Experienced management personnel required qualification for positions as division leaders / on the management team. Management development programme was previously somewhat uncoordinated.
Generation of a systematic development programme over 18 months (modular structure) including practical days. Use of top specialists from universities and business for the individual modules. Development and overall coordination of the programme by oezpa.
High level and motivation achieved through the use of top specialists. Constant quality assurance and reflection; transfer into practice. No additional strain on HR because the complete implementation, coordination and infrastructure was placed in supplier (oezpa) hands.
Introduction of project management
A company with 3,100 employees wished to introduce a systematic and holistic PM process. Project management understanding and culture not very distinctive. Project work inefficient. Decision-making processes too slow.
Diagnosis of current strengths and weaknesses with respect to project work. Communication cascade on project understanding within the company. Consolidation of oezpa methods and established methods. Formulation of introduction process. Qualification of the MD and employees as well as further senior coaches.
High acceptance of and identification with PM concept. Project served as a learning project with a learning organisation.
Revision of the project portfolio. Assembly of a pool of qualified PL and PM. Flexibility enhancement through the strengthening of the project organisation.
Review ("lessons learnt") of the insurer's largest project
Steering IT service providers and external partners. Learning from the review processes.
Transfer of the review results in the organisation.
OD methods used
Diagnostic interviews. Creation of a "diagnosis mirror" Review workshop. Coaching the overall project management. Development of a qualification concept for all project leaders.
Qualification program for the management of a Governmental IT-Institution
Design and implementation of a tailored, one-year qualification program for all management of a Governmental IT-Institution. Professionalisation of the management personnel. Introduction of a new management culture. Development of the local establishment into a learning organisation.
OD-orientated management interviews (open and questionnaires). Modules incl. in management (Situational Leadership Concept designed by K. Blanchard), communication, service orientation, change management, coaching the management. Management discussions with the MD.
Qualification of the management of a telecommunications company in change management
The management of the company was confronted with the reorganisation of their departments and the outplacement of many of their employees. The management required qualification in order to tackle the change requirements.
oezpa supported the customer in the development and implementation of the qualification of its management team.
Capturing the qualification requirements through questionnaires and interviews (participants and their superiors).
Development of a qualification concept. Completion of the qualification process (initially pilot, then roll-out for 250 managers from middle and lower levels).
Analysis and evaluation. Coaching of individual personnel within the framework of implementing the outplacement.
The management received concrete support in executing the process in the everyday working environment.
Presentation of and training in a range of change management methods.
Collegial coaching and reflection strengthened the management team.
The management team gained assurance when dealing with change.
Outsourcing to and professionalisation of an information system house
Designing the structures and efficient outsourcing of organisational units to the new company. Increased identification of all employees with the new subsidiary company. At the same time, oezpa was also entrusted with the task of advising on and implementing the customer-supplier concept between the parent company and the technical departments, as well as the informatics strategy division.
Advising on the process of outsourcing to the informatics subsidiary company through change management. Designing and implementing the new organisation. Development of a communications concept for the outsourcing project and for the new company. Internal communications function established. So-called "climate conferences" took place at the interfaces (configuration of cooperation).
Top management personnel were qualified and coached by oezpa with respect to outsourcing. Cultural work (construction and development of a service and customer orientated organisational culture).
Fast and accepted realisation of the new company. Preparation and development of professional structures and rolls. Development of a professional, market-driven service culture. Relationship and collaboration with the parent company configured for service-orientation and cooperative partnership.
Setup of a subsidiary service company and outsourcing to it, for an insurance group
Optimisation concept for IT services provided to the insurance group. Consolidation of the IT operations of participating insurers. Establishment of a common subsidiary company. Configuration of IT service processes. Preparation of management for the new rolls in the subsidiary company. Fusion of the IT divisions of multiple companies into one IT subsidiary company.
Conception and implementation of management conferences. Roll consultancy. Coaching the project leaders and project teams.
Conception and implementation consultancy in the field of project management
The project managers were extracted from all IT divisions and a new division was established with approx. 180 employees. Change management (CM) helped to create acceptance and identification with the new concept.
CM consultancy to the project teams during the conception phase (moderation, coaching, implementation and change consultancy). Systematic communication cascade (workshops, dialogue-orientated employee conferences at all central sites). MD consultancy with respect to CM. Coaching the new management in the field of PM. Coaching MD exercises. Open Space conference with the internal customers. Team development within the divisions. Management workshops (preparation, implementation).
Team development and coaching
Extensive conflicts existed between the management and staff of a data processing centre. The centre management did not exercise its roll. The existing organisational concept was inefficient. There were operative breakdowns in information processing.
Diagnosis through individual and team interviews. Feedback exercise with management team, workshop with those questioned. Individual and employee coaching. Clarification of tasks and rolls. Communication of a new organisational concept.
Mutual understanding of management and rolls. New targets, tasks and structures comprehended
Employees from various sites got to know one another. Team development was promoted.
Conception and moderation of the team development process at board level
Acquisition of action areas at board level. Derivation of measures for central action fields.
Consolidation of the top management team (generate a common viewpoint for action fields). Facilitate dialogue between division leaders and the board.
Conceptual consultancy with respect to the approach required for capturing action fields. Moderation and coaching the board - management teams. Coaching the project leaders. Team development. Developing rolls and self-conception at board level (rolls as services providers to the group). Development and implementation of a professionalisation programme for employees.