We accompany change processes

Change is the best form of preservation


Change is planning and implementing concrete actions, often in response to much-needed change. Too high costs, too little turnover, too long production times, too high employee turnover, etc. can be topics for a change project. Whether company-wide or parts-related, top down, bottom up, wedge-shaped or spot-shaped. We work with the integration of internal resources in a result-oriented manner.


Transformation refers to mutually influencing factors of a socio-cultural system. Transformation is a process that replaces the old with the new, makes a vision or a vision of the future a reality, questions business models or changes the organization from a structure (line, matrix) to a flowing system (BDO = Best Dynamic Organization). Transformation is a continuous process for the permanent revitalization of the company.

Our approach offers optimal security


The beginning begins with logical-conclusive thinking of results


Capturing emotional needs and reconciling them with change


The right transport of an idea for dissemination in the company



Not only a good concept, but also a consistent implementation


Know what works in practice, not just in theory

Making change processes safe


With a change or a transformation, i.e. a change to eliminate grievances or a continuous change with a view to the future, the change from the familiar to the unknown is always associated.


Sensitivity in the procedure is an irreplaceable prerequisite for the success of a transformation process. In a change project, secure project management is in the foreground.


The path from the starting point to the desired result or interim result is often tedious, but can be done safely with the right approach.


Resistance to change is to be expected both in change and in a transformation and thus much more valuable than no expression of opinion. In this way, pretexts can be distinguished from objections in order to deal with them appropriately for the situation.


Resistance in dealing with change is mainly based on emotional needs, even if rational arguments determine communication.


Every change project is unique, and every socio-cultural transformation is a unique process.


The application of the re-inference model begins with the scenic identification of the desired result at a fixed point in time. From this point on, everything is considered for a certain success on a rolling back until the start.


Much higher demands are placed on the Transformer than on a change manager, because every transformation process contains higher risks than a change project.

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