{"id":23163,"date":"2019-04-07T20:07:26","date_gmt":"2019-04-07T20:07:48","guid":{"rendered":"https:\/\/www.conout.com\/organisationsentwicklung\/"},"modified":"2020-01-28T09:43:12","modified_gmt":"2020-01-28T09:43:12","slug":"organisationsentwicklung","status":"publish","type":"page","link":"https:\/\/www.conout.com\/en\/consulting-development\/organisationsentwicklung","title":{"rendered":"Organizational Development"},"content":{"rendered":"\t\t
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Organizational Development<\/div>

Consciously and actively shaping cultural change<\/p>\n

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Rethinking communication culture<\/div>

About sense and nonsense of rules for internal communication<\/p>\n<\/div>

To the article<\/div><\/div><\/a><\/div>
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What our customers say<\/div>

\"As part of a restructuring process, we have developed CONOUT
\nKick-off workshop was held. We liked the change very much
\nbetween interactive and moderative elements, which make the workshop very interesting entertaining and successful.\"
\n(E.ON GmbH)<\/p>\n<\/div>

Learn more<\/div><\/div><\/a><\/div>\t\t\t\t<\/div>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t
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Startseite<\/a><\/span><\/span><\/p>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t

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YOUR CONTACT PERSON<\/strong>
\nMarkus Ried
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BENEFITS AND GOALS OF ORGANIZATIONAL DEVELOPMENT<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Change in organisations entails changes in working relationships, areas of responsibility and interfaces<\/strong>. In order to manage these changes in a targeted manner and actually achieve the desired effects<\/strong>, the actors involved need professional support<\/strong>. Conout promotes the common search process<\/strong> for improvement possibilities<\/strong> for the development of your organization. In this way we increase the effectiveness<\/strong> of your organisation in solving problems<\/strong> and achieving your goals.<\/span><\/p>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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Design of change processes
\nIntegration of cultural change<\/strong><\/p>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t

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Orientation towards customer needs
\nResponse to changing market situations
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FIELDS OF ORGANISATIONAL DEVELOPMENT<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t
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TALENT CULTIVATION\u2122<\/div><\/div><\/a><\/div>
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CULTURE<\/div><\/div><\/a><\/div>
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STRATEGY<\/div><\/div><\/a><\/div>
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CHANGE PROCESSES<\/div><\/div><\/a><\/div>
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PERSONNEL DEVELOPMENT<\/div><\/div><\/a><\/div>
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IMPROVEMENT OF COMMUNICATION<\/div><\/div><\/a><\/div>
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INTERDEPARTMENTAL COOPERATION<\/div><\/div><\/a><\/div>\t\t\t\t<\/div>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t
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CULTURE AS ENABLER FOR CORPORATE GOALS<\/strong><\/h3>\n

Corporate culture is a central competitive factor<\/strong> for organizations. Whoever deals with attitude and culture at every management level will be successful in the long run. Because only a motivating, appreciative corporate culture<\/strong> can activate organisations, teams and employees to perform at their best<\/strong>.<\/span><\/p>\n

Cultural transformations<\/strong> take place on the following levels<\/strong>:<\/span><\/p>\n

– Forms of cooperation
\n<\/span>– culture of communication
\n<\/span>– feedback culture
\n<\/span>– management style
\n<\/span>– error culture
\n<\/span>– Decision making and decision-making paths<\/span><\/p>\n

We accompany you in consciously and actively shaping a beneficial culture in your organisation.<\/strong><\/p>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t

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SUPPORT DURING THE TRANSFORMATION TO AN AGILE ORGANIZATION<\/strong><\/h3>\n

Many companies underestimate the social dimension<\/strong> when they decide to switch to the modern approach of agile management. Switching to an agile organization means to take completely new organizational paths. It is not enough to realign a strategy, rather processes have to be rethought<\/strong>.\u00a0<\/span><\/p>\n

Special attention is paid to the interaction level<\/strong> of the people involved, because the greatest challenge here is the human being and his network of relationships<\/strong>.<\/span><\/p>\n

The three pillars of agile organization:<\/span><\/p>\n

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  1. Transparency: to be able to trust and learn to trust.<\/strong><\/li>\n
  2. Verification: the correct handling of mistakes and aberrations.<\/strong><\/li>\n
  3. Adaptation: A culture for flexible, goal-oriented thinking and acting.<\/strong><\/li>\n<\/ol>\n

    When we accompany you in the TRANSFORMATION TO AGIL<\/strong><\/span>E<\/strong> ORGANISATION<\/strong>, we first form the basis of agile cooperation on the social level<\/strong>. The second step<\/strong> is the (process-) technical<\/strong> adaptation and establishment of new<\/strong> project and communication forms.<\/span><\/p>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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    IMPLEMENTING NEW STRATEGIES<\/strong><\/h3>\n

    A new corporate strategy<\/strong> will only be effective and visible to the outside world if it is supported and lived by all employees. We accompany your company in the implementation of new guidelines<\/strong> and in the development of a common understanding<\/strong> that connects the company and its employees.<\/span><\/p>\n

    We identify blocking rules, norms and behavioural patterns<\/strong> and replace them with new ones. Through a collegial development<\/strong> and dissemination of the new strategy, we ensure the flow of information – bottom-up & top-down – as a basis for decision<\/strong>-making and employee involvement.<\/span><\/p>\n

    Our team of trainers has a broad spectrum of knowledge and experience with a variety of methods.<\/strong><\/p>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t

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    SUPPORT DURING CHANGE PROCESSES<\/strong><\/h3>\n

    New fields of work, new colleagues, new structures<\/strong> and systems – this is just a small selection of the changes that restructuring or change processes<\/strong> entail.<\/span><\/p>\n

    We support you in actively shaping these processes<\/strong> and in involving and accompanying all participants thematically and personally.<\/span><\/p>\n

    We ensure that newly assembled teams are transformed into effective units and that changed structures and new processes are quickly incorporated into everyday working life.<\/strong><\/p>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t

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    PERSONNEL DEVELOPMENT FOR INDIVIDUALS OR TEAMS<\/strong><\/h3>\n

    We support you in the conception of your strategic personnel development<\/strong> and discuss the following questions in dialogue:<\/span><\/p>\n

    – Which measures are suitable to achieve your personnel development<\/strong> goals?<\/span><\/p>\n

    – Which forms of training<\/strong> do you use to optimally prepare your employees for upcoming tasks, promote social competence<\/strong> and motivation?<\/span><\/p>\n

    We conduct tailor-made<\/strong> trainings for your employees. Our offers for personality development<\/strong> are always action-oriented or experience-educational. We move in a mix between “experience – reflection – transfer<\/strong>” and professional input<\/strong>.<\/span><\/p>\n

    These three elements are repeated and mixed. Our aim is to impart knowledge to the participants that motivates them to expand their behaviour and change it sustainably.<\/strong><\/p>\n

    You can find out more about this topic at Personnel development\/Training >>><\/span><\/p>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t

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    \n\t\t\t\t\t\t\t\t\t\t\t\t\t\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/i><\/span>\n\t\t\t\t\t\t\t\t<\/i><\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\tTALENT CULTIVATION\u2122<\/a>\n\t\t\t\t\t<\/div>\n\t\t\t\t\t
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    ATTRACT AND PROMOTE TALENT<\/strong><\/h3>\n

    A new generation of employees<\/strong> is conquering the job market: Millennials and Gen Z<\/strong> – well-trained, motivated, full of self-confidence and extremely value-oriented. Nevertheless, there is a shortage of skilled workers<\/strong>, which leads to the much sought-after “War of Talents<\/strong>“. As a result, the recruitment market has changed from a buyer’s to a seller’s market.<\/p>\n

    But talent acquisition<\/strong> is only half the battle. Similarly, retaining talent<\/strong> is a key factor for long-term success. According to a study by Mercer and McKinsey, two out of every five millennials consider leaving their employer within the next 12 months.<\/p>\n

    Together with the communications specialists at RDB, CONOUT<\/strong> has therefore developed a unique model that is designed to solve the challenges of finding and retaining talent for Millennials and Generation Z in the long term.<\/p>\n

    Click here for more information about TALENT CULTIVATION\u2122<\/strong><\/a><\/p>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t

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    IMPROVEMENT OF COMMUNICATION AND INFORMATION FLOW<\/strong><\/h3>\n

    A successful<\/strong> organisation thrives on the exchange of information<\/strong> with each other and with other teams and departments<\/strong>. Dealing with each other is open and criticism<\/strong> is expressed constructively. Our measures require and promote communication<\/strong> within and between teams<\/strong>.<\/span><\/p>\n

    In our workshops we bring people into relationship<\/strong> and give them room<\/strong> to listen and be heard. In this way we create and consolidate a positive communication culture<\/strong> in your team and strengthen the sense of togetherness<\/strong>.<\/span><\/p>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t

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    \n\t\t\t\t\t\t\t\t\t\t\t\t\t\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/i><\/span>\n\t\t\t\t\t\t\t\t<\/i><\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\tINTERDEPARTMENTAL COOPERATION<\/a>\n\t\t\t\t\t<\/div>\n\t\t\t\t\t
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    IMPROVEMENT OF INTERDEPARTMENTAL COOPERATION<\/strong><\/h3>\n

    Interdepartmental<\/strong> cooperation as well as interfaces for a common togetherness – instead of antagonism – form the basis for effective cooperation<\/strong> within an organisation<\/strong>. In order to discover similarities, synergies and the added value of interdepartmental communication, we bring both content<\/strong> and people<\/strong> together:<\/span><\/p>\n

    In potentially competing areas<\/strong> (e.g. production and sales) or downstream areas (e.g. suppliers and customers), communication boundaries<\/strong> can disappear and an integrated way of working<\/strong> can be successful.<\/span><\/p>\n

    Through targeted measures<\/strong> and forms of moderation, we open up common perspectives<\/strong> for the future. Overarching and common goals are recognized, different cultures<\/strong> and subcultures<\/strong> are accepted in order to develop a common<\/strong> form of work.<\/span><\/p>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t

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