Client: Bramac International
Project name: Group-wide implementation of the Bramac management culture
Project content:
Due to its expansion, particularly in Eastern Europe, Bramac was forced to develop new management and HR structures in more than 10 countries. Country-specific differences in the market, differences in cultural, professional and personal approaches to leadership, flexibility, openness and work habits among managers and the workforce led to considerable tension between the group and its subsidiaries and to failure and frustration. Our task was to get the management in the 10 subsidiaries to accept the desired corporate culture, to bring about a willingness to embrace change, to implement a new management culture alongside corresponding management techniques and subsequently to infect the individual teams with the spirit of change.
Client: Hilti AG Schaan Project name: Implementation of HIPS Project content: As the result of a world-wide integration and reorganisation process, 6000 production managers and employees of Hilti AG were stripped of their organisational and management structure, which had defined the company for over 50 years. Our task was to implement a completely new management structure...
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Client: i+R Schertler + Alge Project name: Positioning and vision development Project content: On the threshold of the company’s realignment and the introduction of personnel decisions affecting the top management of various divisions, we were able, in concert with the Executive Board, to accompany and help develop this process over a 2-year period as a coach in...
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