Target"Classic" corporate strategies quickly reach the limits of their believability and effectiveness when the surrounding world (markets, political parameters etc.) alters the organisation. And that happens constantly. But how should we regard these changes when the Balanced Scorecard for the current fiscal year has already been agreed upon?

For many years the  Gallup-Institute has been conducting their annual study, the so-called "Gallup Engagement Index", and in the process has come up with an almost stable result : Around 90% of all employees do not feel any, not even slight, allegiance to the company they work for. A large number of those interviewed said they  "worked to rule" by choice, others said they had no choice in the matter.

How can that be? How can this obviously untapped potential be captured and put to use? And which contribution can Systemic Personnel and Organisational Development make to do just that?

Whether it is in the compilation of a comprehensive Personnel Development Concept for your company, or in the support and moderation of an Organisational Development Project  I always orient myself in my consulting work towards the systemic idea of “thinking together”.

sonnenblumeI support companies in dealing with and answering the question:
How can we simultaneously embrace being economically successful, contributing to the conservation of our natural resources
 and being socially responsible? 

Let us not kid ourselves: It is easier said than done.