Eine neue Strategie verändert in einem Unternehmen nichts,

wenn sie keiner umsetzt

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Strategy AND culture are only together the key to success

Project 

FMCG Industry

120 Employees

Initial situation

  • Long-standing family-internal management was handed over to external management team

  • Major changes necessary in the areas of marketing, production & sales

Challenges

  • Market development strategy developed and implemented by our client fails

  • Resistance to change and refusal to act at team level

Conufactur Solution

  • Mindset-Workshop

  • Leadership training

  • Reverse Mentoring

  • 1on1 Coaching

Realized by 

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Akademie 

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Coaching Institut 

Project  

  • The calculation is based on the CONUFACTUR OGS questionnaire, which tests the four central dimensions trust & appreciation, psychological security, willingness to change and employee loyalty. 

 

  • The results show obvious deficits in the areas of trust & appreciation and willingness to change.

  • Further potential for improvement was identified with regard to psychological safety.

Überschrift 1

  • By conducting mindset workshops with the management and the executive level, CONUFACTUR laid the foundation for a participatory culture of trust ready for change. 

  • CONUFACTUR carried out modular short trainings with the management level in order to establish a solution-oriented conversation and to create a shared cultural understanding. 

 

  • ​The results and individual training contents were presented to the entire workforce in a marketplace course (large group methodology).

  • The combination of methods allows the participation of the whole company, strengthens the culture of trust and is maximally effective. 

  • The OGS was able to prove the presumed resistance to change.

  • Causes and backgrounds of the refusing attitude were worked out by means of individual Dyadic Sessions.

  • A Dyadic Session is a psychological one-on-one interview that allows employees to get to the bottom of work-related problems.

  • The sessions showed great success in helping individual employees and managers in their challenges with change and showing them ways to deal with it. 

  • The discussions and the close cooperation with CONUFACTUR made it clear that during the implementation of the new strategy the employees felt left out and faced with a fait accompli. 

  • Together with the CONUFACTUR coaching team, the client's management team drew up a roadmap that explained to employees what changes were taking place in the company.

  • Furthermore, the roadmap shows relevant changes, the affected areas and the tasks derived from them.

  • A precise presentation of the changes gives employees a feeling of security in times of change.

Result

Within a few months after the CONUFACTUR training and coaching, the first measurable successes of the implemented strategy were visible.  

 

Project example 2

Project example 4

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