Imagine what it would be like if everything suddenly made sense.
We believe in companies and institutions that make sense. That's why we are committed to a consistent focus on values, meaningful organisational culture and communications that shape your culture – as creative consultants, sources of inspiration and co-creators.
Followers, not just customers? A community, not just a workforce? Value, not just purpose? Why you can make a difference with meaning.
Carry on as usual? Or better? New value orientation, culture development and communication that make sense: how we can help you bring meaning into your organisation.
One size doesn’t fit all: contact us – in a way that makes sense for you. Efficient? Communicative? Inspiring? The choice is yours!
Coronavirus crisis: six impulses for a sustainable culture change.
The true strength of an organisational culture is shown in the way it deals with existential challenges. But, above all, by looking at how the culture learns from this experience – whether it goes on to develop in a way that makes sense. Six impulses that provide food for thought and stimulus for action in times of coronavirus – and for the period to follow.
Make sense of the crisis: with our Value and Culture LABs.
Crisis is what you make of it. Make now the best use of your experiences during the coronavirus crisis in order to further develop your value system as well as your organisational and leadership culture in a way that makes sense. With our individually designed Value and Culture LABs we offer you effective support – of course also online.
Successfully interconnected. Culture development with Continental.
For Continental AG, the ongoing development of its organisational culture is a key factor for sustainable success and the future viability of the company. We have accompanied and supported this development process from the outset.
Networks: no giving without taking.
Network organisations are considered to be the tried-and-tested answer to complicated, fast-changing circumstances. Yet, in order that networks function as a value-creating cooperation model, at least one prerequisite must be fulfilled. One widespread assumption, on the other hand, has proven to be incorrect.
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