Organizational development – Resilient corporate culture

Success factor for greater resilience

In a constantly changing business world—shaped by technological innovations, global markets, social changes, and complex crises—the ability to adapt and change is crucial for success. Well-thought-out organizational development is essential for this and strengthens the resilience of a company and its culture. It creates the structural and cultural conditions necessary to respond flexibly to challenges, learn from crises, and remain successful in the long term.

Ein Wanderer steht jubelnd auf einer Bergspitze – Symbol für gemeinsame Ziele, erfolgreiche Teamarbeit und die Kraft guter Organisation. Wie beim Gipfelsturm braucht es auch in der Organisationsentwicklung klare Strategien, Ausdauer und Zusammenarbeit, um neue Höhen zu erreichen.
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Conscious organizational development focuses on empowering employees. This not only promotes efficiency and cooperation within the company, but also ensures that the company pursues a clear vision, continues to develop with innovative strength, and even reinvents itself. Moving away from conservative change management approaches, change processes are specifically designed through a high level of participation and involvement.

Successful organizational development within a company forms the basis for creating a culture that sustainably strengthens resilience. This corporate culture not only enables companies to find answers to the inevitable uncertainties of the market, but also to harness the potential of change in the form of innovation. Trust, cooperation, and creativity are fostered by an open atmosphere in which change is perceived as an opportunity rather than a threat. A culture of error and learning are key elements that make corporate culture a driver of innovation and long-term success.

 

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A strong organization is needed to cope with the rapid pace of change and keep track of technological innovations, market developments, and crises. Let's work together to develop ideas on how we can empower your company and its workforce for this strong organization.

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Nazanin explains

In our 24-part video series “Nazanin explains – Resilient corporate culture from A to Z,” we present ideas that are essential for companies to build a strong and sustainable culture – from developing a clear vision to crucial elements such as a culture of error and learning.

Would you like to explore these topics in more depth? In our workbook “Resilient Corporate Culture from A to Z,” you will find our collected ideas and guiding questions.

 

  • A is for Agility

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    In a time when markets and products are changing rapidly, we need agility to increase our adaptability and innovative strength.

    Agility

    • increases flexibility & mobility
    • enables a proactive approach to challenges
    • is NOT a tool for increasing efficiency
    • requires a new understanding of leadership
    • requires a strict framework with clear rules
  • B for Consulting Culture (Beratungskultur)

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    A consulting culture that is far removed from hierarchical communication is a powerful tool for a learning organization with high resilience, and establishing such a culture is an important building block for developing sustainable solutions that incorporate as many perspectives as possible.

    Consulting culture

    • is “mature” when it is objective
    • determines the meeting culture
    • defines the guidelines for a learning culture within the company
    • frees people from silo thinking and enables swarm intelligence
    • has an impact even in casual conversations
  • C for Change 5.0

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    The more complex, dynamic, and therefore challenging the business environment becomes, the more appropriate change management is required and urgently needs to be updated for a resilient company—as “Change 5.0.”

    Change 5.0

    • is future-oriented change management through participation
    • puts the focus on the workforce and turns employees into shapers
    • works with individual personalities and strengths
    • creates acceptance instead of resistance
    • is empowerment instead of passivity
  • D for Diversity

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    Successful teams are characterized by different personalities and strengths—contrary to what one might think at first glance, diversity management is not about factors such as cultural differences, age, or gender.

    Diversity management

    • Consciously uses different strengths for team building
    • Increases problem-solving skills through diverse perspectives and approaches
    • Boosts creativity and innovation
    • strengthens team dynamics and cooperation (also through greater awareness of diversity)
    • contributes to the personal and professional development of all team members
  • E for Empowerment

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    Empowerment means not only promoting the individual strengths of each person, but also developing a new definition of cooperation and participation that goes hand in hand with a high degree of autonomy for teams.

    Empowerment

    • activates the workforce as creators
    • promotes and challenges the strengths of individuals
    • increases identification with the company
    • also means self-management
    • is an important response to the increasing pull of transformation
  • F for Failure Culture

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    A healthy failure culture that highlights the potential for change requires trust and open communication. When mistakes lead to growth, error culture becomes learning culture.

    Failure culture

    • allows course corrections
    • reveals potential for improvement
    • is essential for creativity and innovation
    • reduces resistance as transparency increases
    • requires leadership as a role model
  • G for Gender Conscious Communication

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    At its core, gender equality is about inclusion and equal opportunities at their best, and it raises awareness of prejudice.

    Gender conscious communication

    • prevents exclusion through words or actions
    • dispels prejudice
    • contributes to personal and collective growth
    • enhances the potential of individual strengths
    • promotes successful teams
  • H for Hierarchy

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    Hierarchy has a strong influence on a company's culture and sets guidelines for communication and employee participation.

    Hierarchy

    • stands for “top down” instead of “bottom up”
    • ensures clarity in responsibilities and decision-making
    • often stands in the way of an open communication culture based on equality
    • inhibits innovation and flexibility
    • impairs the feedback and consultation culture
  • I for Innovative Strength

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    Innovative strength within a company is not only synonymous with the continuous development of its own business model, products, and processes. It is also a prerequisite for turning crises into change and innovation and for ensuring a high level of acceptance of new circumstances.

    Innovative strength

    • stands for new products and services
    • turns the risk of disruption into potential for the company
    • ensures the development of new markets
    • encourages continuous learning and knowledge transfer
    • depends on a culture of learning from mistakes
  • J for Job Sharing

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    Job sharing is an innovative form of work organization that offers flexible opportunities to unlock the potential and strengths of employees.

    Job sharing

    • distributes responsibility across several shoulders
    • combines complementary expertise
    • combines resources
    • broadens perspectives through feedback and reflection
    • ensures greater equality of opportunity
  • K for Communication Culture (Kommunikationskultur)

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    A successful communication culture within a company is based on strong values and the development of a vision for both internal and external communication.

    Communication culture

    • says a lot about the hierarchy in practice
    • defines how people work together
    • sets the guidelines for participation
    • requires leadership by example
    • needs everyone to be on the same level
  • L for Learning Culture

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    A company's learning culture is essential to its ability to transform and ensures its competitiveness.

    Learning culture

    • is the foundation of a learning organization
    • increases employee participation
    • requires self-management on the part of individuals
    • means growth and progress
    • makes a culture of mistakes obsolete
  • M for Meeting Culture

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    Meetings are a valuable tool for shaping collaboration and communication within a company – and the meeting culture that is practiced is crucial to this.

    A good meeting culture

    • allows everyone to have their say (regardless of hierarchy)
    • creates transparency and efficiency
    • ensures growth and transformation
    • captures diverse perspectives
    • is essential for successful teams
  • N for Sustainability (Nachhaltigkeit)

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    Sustainability as a meaningful momentum must be part of every company's vision and strategy.

    Sustainability

    • is one of the most important drivers of change
    • secures the future
    • requires authenticity and holism
    • increases a company's attractiveness
    • contributes to EVERYONE
  • O for Organizational Development

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    Organizational development ensures that a company can adapt to increasingly complex challenges.

    Organizational development

    • is essential for future viability
    • does not happen by itself
    • must be driven by leadership
    • increasingly motivates the workforce
    • includes cultural change
  • P for Participation

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    Participation is the foundation for agility and innovative strength.

    Participation

    • increases identification with the company
    • changes hierarchy and cooperation
    • requires trust on all sides
    • makes self-efficacy tangible
    • increases proactive action as complexity increases
  • Q for Qualification

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    Qualification ensures the further development of the company and is a prerequisite for a learning organization.

    Qualification

    • provides new impetus
    • increases identification with the company
    • increases attractiveness as an employer
    • thrives on commitment and space provided by leadership
    • requires awareness among the workforce
  • R for Resilience

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    In times of complex challenges, resilience is the backbone of a company, enabling it not only to overcome crises but also to learn from them.

    Resilience requires

    • a strong workforce
    • a strong corporate culture
    • strong identification
    • strong leadership
    • strong teamwork
  • S for Systems Thinking

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    System thinking brings together initially isolated perspectives and reveals the “big picture.”

    System thinking

    • produces holistic and sustainable solutions
    • involves the workforce and requires diversity
    • must be trained
    • increases innovative strength
    • makes complexity tangible
  • T for Teams

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    Teams are the driving force behind a company and promote innovation, efficiency, and future viability.

    Successful teams

    • promote a positive corporate culture
    • communicate on an equal footing
    • combine diverse strengths and thereby maximize their potential
    • increase commitment through shared goals
    • enhance the sense of belonging
  • U for Entrepreneurial Spirit (Unternehmergeist)

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    Entrepreneurial spirit in particular gives the company wings.

    Entrepreneurial spirit requires

    • a high level of identification with the company
    • trust through leadership
    • empowerment of the workforce
    • a tangible sense of self-efficacy
    • a high sense of responsibility

     

     

  • V for Vision

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    A vision is the goal you have in mind and the driving force that propels you forward in your work.

    A vision

    • reflects the values and culture of the company
    • helps you understand the “big picture”
    • motivates you to want to contribute to the success of the company
    • sets the direction and helps you define the course of your own actions
    • helps you deal with setbacks
  • W for Values (Werte)

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    Values are essential for a successful corporate culture and must not only be formulated, but also lived.

    Values

    • require authenticity
    • define how we work together
    • require leadership as a role model
    • increase the attractiveness of a company
    • are reflected in the business model and supply chain
  • XYZ for Generation X, Y and Z

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    The letters XYZ stand for the numerous other pieces of the puzzle that pave your individual path to a resilient (or more resilient) corporate culture.

    XYZ stands for

    • Get started!
    • Every step counts!
    • Raise awareness!
    • Two steps forward, one step back!
    • Empower yourself and others!

Our Services

From change management to Change 5.0

Das Bild zeigt die Grafik eines Prozessablaufs im Innovations- und Transformationsmanagement.
© everythingpossible - stock.adobe.com

Shaping change from within

The increasingly demanding challenges facing companies can only be met through more agile organizational structures and a new culture of collaboration. A conscious and profound change in your organization

  • that takes resistance into account,
  • builds acceptance, and
  • promotes engagement

is only possible through the development of future-oriented change management.

From the initiation of ideas to their actual implementation, we work with you to develop ways of meaningfully involving and gradually empowering your workforce, and support you in your strategy for customized change management. This strategy will enable you to lay the foundation for your organizational development and secure your future growth and competitiveness in the market through innovation.

 

Training Courses and Workshops

Innovative strength through empowerment

Involving the workforce in transformation processes is a key success factor in meeting the complex challenges facing your company. When employees

  • independently recognize potential,
  • develop innovative abilities, and
  • not only initiate change but also implement it,

transformation and innovation work best in your company. However, some of the skills required for this go far beyond the job description and the actual position and must first be developed within the company.

Together with you, we analyze the status quo, identify your individual needs, and develop tailor-made workshop formats to build up missing skills and strengthen the innovative power within your company.

 

Das Bild zeigt eine Gruppe von Fachleuten, die vor einem Whiteboard Strategien und Konzepte diskutieren. Sie arbeiten an neuen Ansätzen im Innovationsmanagement und entwickeln Lösungen für eine erfolgreiche Transformation. Notizen und Diagramme auf dem Whiteboard veranschaulichen den kreativen Prozess, mit dem sie das Transformationsmanagement aktiv gestalten und Veränderungen strukturieren. Die dynamische Atmosphäre spiegelt eine zukunftsorientierte und innovative Arbeitsweise wider.
© Yingyaipumi - stock.adobe.com

Sustainability through communication: The role of a clear vision and strategy

Acting with a view to the future through awareness raising

Sustainability communication is an essential part of future-oriented corporate management. The complexity of the topic requires raising awareness among the workforce and developing a clear vision and strategy. By communicating roadmaps and beacons, progress and successes in organizational development can be made visible.

A communication strategy takes into account not only internal communication with employees, but also external communication. This is the only way to successfully implement sustainable actions and commitment.

 

More information on sustainable business models

Das Bild zeigt das kreisförmige Nachhaltigkeitszeichen, das von einem dichten Wald umgeben ist – ein Symbol für den verantwortungsvollen Umgang mit Ressourcen und zukunftsweisende Entwicklungen. Es verdeutlicht, wie Innovationsmanagement nachhaltige Lösungen fördert und neue Wege für eine umweltbewusste Wirtschaft eröffnet. Gleichzeitig spiegelt es die Bedeutung eines durchdachten Transformationsmanagements wider, um ökologische und wirtschaftliche Ziele in Einklang zu bringen.
© malp - stock.adobe.com

FAQ on Organizational Development

  • The goal of organizational development is to improve structures, processes, and corporate culture in a targeted manner in order to sustainably increase an organization's performance and adaptability. The focus is on empowering employees. Participatory approaches and conscious further development of the organization strengthen employee involvement and promote cooperation. This not only prepares the company for changes resulting from technological innovations, market developments, or the legal environment—such as the Supply Chain Act—but also ensures that it proactively secures its competitive edge through innovative strength. It proactively secures its competitiveness through innovative strength. Organizational development includes measures such as change management, team development, and leadership development, and promotes cultural change. It involves the gradual empowerment of the workforce and increasing their involvement in shaping transformation. Through continuous reflection (consulting) and adaptation, the organization becomes more sustainable, efficient, and future-proof.

  • Due to the growing complexity and dynamism that companies have to face, “change” is no longer just an isolated project, but a permanent state that requires the vigilance and innovative strength of the entire workforce. Conservative organizational forms are not up to these requirements. Empowerment and participation are becoming essential, and the role of leadership is also changing. Consciously addressing your own organizational development for the systematic (further) development of structures, processes, and culture is becoming a necessity. These are processes that require empowerment, patience, and commitment at all levels. They ensure the future viability of a company and are essential on the path to becoming a learning organization.

  • Organizational development and corporate culture cannot be viewed in isolation; they influence each other. Successful organizational development strengthens employee commitment and gradually empowers the entire organization. It benefits from a strong culture and, at the same time, influences it by systematically changing values, norms, and behaviors. Through targeted measures in communication and collaboration, conscious organizational development promotes an open, innovative, and learning-oriented culture. It thus makes a significant contribution to the development of a resilient corporate culture that supports success and meaning in the long term. At the same time, a resilient culture provides the breeding ground for successful organizational development.

  • Leadership plays a central role in creating a resilient organization. Through clear communication, trust, and an open culture of error, managers foster a positive working atmosphere in which employees can respond flexibly and proactively to change. They focus on continuous learning, promote innovation, and support employees in overcoming challenges. Through strategic planning, risk management, and a strong corporate culture, they strengthen the organization's resilience. Empathetic and visionary leadership motivates teams to overcome crises together and continuously develop—making the organization resilient to uncertainty and change.

  • When implementing organizational development and resilience-promoting measures, there is a risk that changes will be perceived as a threat, that resistance will arise among employees (regardless of their position in the company), and that measures will not have a lasting effect. To meet these challenges, open communication, transparent involvement, and gradual activation of employees are crucial. The keyword here is empowerment at all levels. In addition to the workforce, managers must also be sensitized and trained to pave the way for new organizational design and development processes. Change from within creates a positive transformation culture in which successes are made visible and resources are allocated in a targeted manner.