Here are some examples of the projects we have delivered for our customers:

Global Group Strategy

  • Leading global insurance company with 80,000+ employees
    • The change: Implementation of a global group strategy including the implementation of a shared global vision, of shared strategic objectives, of a global brand, of consolidated functions with automated and standardized processes and of customer centricity
    • The need and the objectives:  create a fertile ground for a smooth and aligned strategy implementation globally
    • Our solution: customized Strategy Navigator workshop, firstly, to create shared understanding about the change among the top 1,000 senior leaders across the globe as they needed to lead the implementation of the change, and secondly, among the remaining approximately 80,000 employees.
      Due to the scope, the complexity of the change and the large number of key stakeholders to be involved, the development process took about 6 months. The solution was developed together with selected senior leaders and further internal subject matter experts / program leads, e.g. Head of Group Strategy (overall about 25 Content Experts), which created further engagement and alignment among those key people driving the change.
      We also interviewed about 20 managing directors of subsidiaries across the globe. Overall, we conducted well above 100 meetings. We did run focus group tests in Europe and the USA and we also did run pre-roll-out sessions and combined some of them with facilitator trainings. We trained more than 50 facilitators (train-the-trainer), e.g. in Chicago and Zurich. But as we learned from key people of the client organization such as the sponsor, champion and project manager during and after the project, this was time and money well spent.


Post-Merger Integration

  • Berliner Bank & Deutsche Bank
    • The Change: Post-Merger Integration with a change in the vision, strategy, value proposition, corporate culture, values, IT and key businesses processes
    • The need and objectives: define differentiating strategy and value proposition with the management team, get all employees on board for the new strategic direction and culture, help respective employees to transition to new roles and help middle management to driving the transition to a fully integrated entity, while at the same time keeping the business up and running during the transition without losing customers
    • The Solutions: In the first phase, we structured and facilitated the process to developing a Xallax workshop for employees. As part of this, we also structured and facilitated meetings with the management team to develop the corporate strategy and the value proposition. Once finished with content and development of the Xallax workshop for employees, we trained about 30 facilitators. The roll-out of the workshops happened as part of a series of smaller town hall meetings with the senior management. The respective senior manager opened the town hall, the workshops were conducted and afterwards a Q&A session took place with the senior manager. For the Q&A session, we created an animated version of the visual of the workshop so that the senior manager could easily refer back to key content from the workshop. We also created wall-sized posters of the visual which were hung up on the executive floor as well as in the branches. Team members of the development team also received tombstones of the visual.
      In the second phase (after completion of the roll-out), we developed a workshop for middle management, which was designed to helping them drive and facilitate the integration process with their direct reports.
    • The feedback: The sponsor of the project (CEO) said: “Most employees considered the workshops to be a great sign of appreciation. The opportunity to ask the members of the management board questions directly and provide feedback has helped us advance the open and constructive approach we take to change at Berliner Bank. The feedback from all workshop participants was evaluated and summarized in different areas for action. In the next step, we defined specific measures for these areas of action and communicated them to managers and employees. Once again, the visual took center stage for these efforts. Overall, the methodology and the vividly colored visual at the center provided the starting basis for an intense discussion on our vision, objectives and strategy. The clearer objectives are defined and communicated, the easier they can be achieved. In the end, the management board, managers and employees have a shared understanding of what Berliner Bank wants to achieve.”

Corporate Strategy (across Europe)

  • DB Cargo (previously DB Schenker Rail) – please see article (in German) about our projects published in the magazine OrganisationsEntwicklung – Zeitschrift für Unternehmensentwicklung und Change Management.


More project descriptions will follow soon. Stay tuned.