CULTURE AND MINDSET
The often neglected success factor of your company
With the statement “Culture eats strategy for breakfast” Peter Drucker rightly emphasized the importance of corporate culture as a success factor. With a wink we would like to add: “And should have a good time at and after dinner”.
CULTURE AND MINDEST
The often neglected succes factor of your company
With the statement “Culture eats strategy for breakfast” Peter Drucker rightly emphasized the importance of corporate culture as a success factor. With a wink we would like to add: “And should have a good time at and after dinner”.
CHALLENGES BUT DOABLE
Peter Drucker’s achievement is to clearly emphasize the importance of corporate culture and to bring the topic into the portfolio of managers. Practical experience confirms Drucker’s statement: It is almost impossible to establish a new strategy “against” a powerful corporate culture.
Ideally, both elements aim in the same direction and complement each other. Successful strategies also address culture, define it as an area of development and use it as a supportive framework when appropriate.
What do we mean by corporate culture and mindset?
For us, corporate culture is the entirety of the norms, values and attitudes that shape the behavior of employees, collaboration and the appearance of a company.
So it is something collective and holistic and less related to individuals.
Mindset is more the inner attitude of individual people, specific groups or even the entirety of employees in an organization. The approach is both individual and collective, but above all more specific to the issue of attitude.
Mindsets of key people shape the culture and the culture in turn influences the mindset of the employees. When new employees join an organization, one question is particularly important for the success of onboarding: Do the employee’s individual mindset and the group’s mindset match?
What is particularly relevant for managers is the way in which the topics of mindset and corporate culture can be worked on. We would be happy to present our pragmatic consulting approaches to you in more detail.
Develope corporate culture
Develope corporate culture
Does it make sense to measure and develop corporate culture? Is that possible? Doesn’t the intention with which the corporate culture is to be worked on influence the effect as such? And isn’t the way employees are involved in this process and how they deal with surveys or interviews again an artifact of the culture?
Fields of action & game changer
Fields of action & game changer
In our many years of practice, a pragmatic and dialogue-oriented approach to describing the corporate culture and identifying the areas of action or game changers has proven successful.
Culture programm & culture moving
Culture programm & culture moving
Based on our experience with many different culture development processes – from slight adaptation to fundamental further development of the culture – we recommend a combination tailored to your company.
Mindset
change
Mindset
change
Invite employees to examine their own thinking patterns and those common in the company and to adopt new perspectives.
From new work
to next work
From new work
to next work
The “New Work” movement – founded by the philosopher Frithjof Bergmann – is hot again today. The overarching goal is a working environment in which employees can develop freely, act independently and achieve something meaningful in the community.
Variety,
inclusion &
diversity
Variety,
inclusion &
diversity
Variety, inclusion and diversity in the workplace should be a priority for every company. Building teams with different backgrounds not only improves the employee journey and employer attractiveness, but also the quality of innovation and decision-making processes.
Experience corporate culture
Experience corporate culture
The culture and mindset in organizations are often unclear.
They are often referred to as intangible “soft stuff”. However, it is precisely “The soft stuff is the hard stuff” that deserves significant attention. Culture embodies the sum of values. Attitude controls not only thinking but also behavior. That’s why we create experiences around culture and mindset in concrete examples in order to make them tangible and usable.
