References

Germany's largest property manager was facing a major, diffuse challenge. They saw coming that a large part of their business model was crumbling. But they didn't yet know exactly what their alternative should look like. They were technically capable, but there were many other problems.

A mission statement for the future existed, but it was as diffuse as the challenges. It was written as a multifaceted glossy brochure whose content was not lived.

After a top team training with the management and another workshop it was clear: we need a revision of the mission statement. We need to develop a clear strategy for the future. We need to implement both cleanly. And to do that, we need to significantly develop our culture.

4 topics were the focus for the mission statement implementation and culture development:

• Develop leadership culture and governance so that in the future, leaders really spend time leading effectively rather than being operationally and technically bound
• Making the entire organization more change-oriented to better deal with the difficult new challenges of the next years to decades. This included, for example, moving away from a pronounced fixation on process and rules
• Making companies more focused on well-organized project work (and working only on the really important projects). More cross-silo working would become important to be able to respond more flexibly to customer needs
• Become more customer-centric. Instead of remaining primarily in an administrative posture, customers should be advised on comprehensive real estate solutions. This meant first of all really understanding the customer, his business models and needs.

The management (GL) started with a top team development. We provided intensive support to help them grow together as a team. At the same time, we supported them in sharpening the content of the mission statement.

In the next step, we involved the rest of the senior management team in a participatory process. In a special atmosphere in nature, they further developed the mission statement together within the guidelines set by the management and developed into a team with the support of various methods. During three intensive days they built up a lot of closeness, trust and joint commitment to the change program. After this kick-off, we continued to work intensively with them on a regular basis on teamwork and leadership behavior at GL and in the upper management circle. An important success factor for successful change processes.

An extraordinary large group event with all managers then set the "starting signal" for the entire organization. At this event, we jointly created an atmosphere that allowed the target state of the journey to be intensively felt. For example, they actually experienced a joint "starting shot" for the journey, fired by a GL member after a "wiiireally" inspiring speech. The managers also worked on concrete content, e.g. on how to build better professional exchange and more trust in their teams.

Subsequently, work began in workstream teams and at the upper management level to carry the defined topics (see above) further into the organization. In joint teams of Timmermann consultants and so-called "workstream owners", we advanced cultural topics (e.g., feedback culture, dealing with errors, cross-functional cooperation) and technical topics (strategy, key account management, control system). For the past 2.5 years, we have been accompanying them on the journey for which they have given themselves a total of six years. Step by step, we are becoming less and less important to the success of the change process. Some core pieces of the program were:

• Strategy development
• Reorganization, among other things to contribute to a stronger customer orientation
• Joint development and implementation of an individual key account management system
• The training and support of change agents who set cultural impulses throughout the company and are involved in the development of measures
• "What does the journey mean for me?" workshops with all employees
• Change leader training program for middle management
• Highly effective team development for key project and leadership teams
• Joint development and implementation of a customized key account management system

We joined forces with a management consultancy focused on control and quickly gained the trust of the clients from the "waste recycling" industry. Their words after the contract was awarded:

„"We wanted you because we feel you are a truly cohesive team. To get specialized knowledge on business management and performance improvement as well as effective change management from one source is very unusual and exactly what we need."

The client had already made several attempts to implement enterprise-wide ERP software to increase efficiency and effectiveness in the company, which had not worked so far. Therefore, the management board saw the need for urgency:

"We've already had two attempts at this project, and they clearly failed. We can't afford to do it again, otherwise I don't know how long we'll be around."

The reasons for the failure were the lack of competence of the implementation partners at the time, inadequate management attention, and difficulties in coordinating the process and optimization potential between the departments in terms of content and interpersonal relationships.

Even in the first discussions, it became clear that pure change support would not suffice for the technical implementation. Instead of growth at any price, the focus needed to be on excellence and profitability, and new ways of working within the company needed to be explored.

So we sat down at the round table with our client, talked openly about our observations, and together recognized what the actual mission should be:

• Concretize the strategy and anchor it in the minds and actions of executives and employees, as well as ensure its lasting implementation.
• Further develop leadership culture and help the Executive Board to become a real team that sets an example in change and really lives its "change leader" role
• Ensure successful transition to the new IT system during ongoing operations while preparing employees to meet their requirements

"This is really different and I believe that this time we can really make a difference"

Intensive coaching and top team development brought about the client's realization that the constellation in the leadership team was more of a "clay layer" for the company instead of orientation for the rest of the team. We achieved a clarification that was only possible for all involved through a thoroughly exhausting process, but in the end felt liberating and important for everyone involved.

The rest of the management team embarked on the journey in change leader trainings and improved leadership skills and tools. Gradually, a learning culture emerged and regular feedback, including constructive critical feedback, became more common. Learning and development no longer took place (with limited success) in special events, but in daily life. Making "good mistakes," conducting meetings efficiently, and preparing decisions cleanly were just some of the topics now discussed in hallways and coffee kitchens.

We developed formats and concepts together with the clients and thus promoted "help for self-help". Middle and upper management became much more involved in shaping the company, and the messages also reached the heads, but above all the hearts, of the employees in many personal conversations.

Today, an expanded management team steers the company and supports its employees in discovering their own potential: "The most important thing for our success is the team" became the new motto and the basis for trusting teamwork.

Not all business challenges have been solved, but the strategic initiatives are proving successful and the company's economic situation is no longer threatening but stable, as evidenced, among other things, by a multiplication of profits. Clean prioritization of projects is having an effect, and transparency in roles and moderated coordination among subprojects are reducing efficiency and friction losses. In this way, we were able to gradually leave the big stage, in keeping with the words of the COO:

"Actually, I don't like consultants, but we couldn't have done this on our own without you guys"

Long live appreciative directness!