Strategy
What decisions and actions must we take today to remain successful in an unpredictable future? Strategy consulting is dedicated to this key question. Essentially, it is about preparing a company for future developments and providing the right tools to shape the future of the organisation responsibly and secure its survival – despite the incalculability of the future. Strategy sets the fundamental orientation of a company. It thus differentiates itself from the present and the past.
Structure/Process
Structural work deals with the organisational design of the structural organisation (structures) and the process organisation (processes). Organisational design defines a company’s decision-making and communication paths. The starting point and frame of reference are the strategy, including its key directions and objectives.
People
Companies and organisations need to attract, recruit, select, employ, onboard, develop and retain staff – but they also need to be able to part with people. All this is ensured by managing the employee life cycle. As members of a company, people contribute diverse knowledge, skills, abilities, experiences, values, attitudes, ideas, approaches, viewpoints, perspectives, opinions and backgrounds, enriching the organisation's diversity. Ideally, the company is more than the sum of its individual members.
Culture
Companies and organisations both create and embody culture at the same time. For this reason, culture is always present in a company – much like the weather, which is always ‘happening’. Corporate culture reflects how things are done in a company and how things work. Culture within a company is reflected, for example, in how strategies are developed, their content and implementation; in the design and operation of structures and processes; and, of course, in the people who are selected, employed and promoted as staff. And often the culture is reflected in the stories that people tell each other about their company. Culture in an organisation cannot be directly controlled and influenced; it is not possible to simply decide on a particular organisational culture and then implement it immediately. Consulting on organisational culture is, therefore, always provided indirectly via the hinges of the three other consulting areas , and – within their framework and taking into account the complexities of these interrelations. It may also include work on, development or change of the mission, purpose, vision, guiding principles and values. It is also a matter of making any contradictions and areas of tension visible and workable.