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Today's businesses are globally connected 24/7 all year round. The global context of work lets energy flow, broadens a good reputation and secures growth. However, real-life internationalisation processes hardly ever run smoothly. Instead, they often trigger unexpected phenomena.

Therefore, businesses should openly discuss how global business units ought to be controlled and integrated and what internationalisation actually means for the company's identity and internal structures. It takes a new dimension of organisational learning to collaborate globally while responding to local requirements.

Our research covers several aspects of this complex context, each of which are strongly interlinked with one another. The questions we ask are:

Organisational design:

  • What does it take to design the complex interactions within the organisation effectively in a global context?
  • How does a unique identity evolve, which can exist successfully in a global context in the long term?

Communication:

  • How is it possible to ensure an agile interaction and a sustainable collaboration across diverse units distributed around the globe?
  • What does it take to design a dialog that spans diverging interests, meanings and the common objective of the organisation?

Leadership:

  • Which new understanding of itself and of its role does the management need to give the organisation a sense of direction against the global backdrop?
  • What are the shapes and structures in decision-making processes that foster the organisation's agility?

Taking these fundamental question areas as the starting point we have focused on four key topics in our work.

Reading recommendations on organisational design in a global context

Führung in interkulturellen Kontexten (German).
An approach by Ruth Seliger and Doris Wietfeldt. How does leadership change if it acts in global and cross-cultural contexts?

Catching Chinese Fish.
Sabine Zhang talks to headhunter Wang Pei about the market of talents in China.

To read between the lines

Organisations need a concept of who they are and how they function. Our organisational analyses can give enterprises an outside perspective, identify patterns and tag any blind spots.

We listen closely, we observe, we enquire and we build theories on interrelations and influencing factors. As systemic consultants we focus on the system and its environments, and not so much on individuals or their traits and relationships.

Organisational analyses are often the necessary basis for other measures, but they themselves are part of the intervention, immediately delivering added value. What matters most in this regard is to look not only for potential for improvement, but to actively investigate what works well already. Only then will change become a stable constant.

Our analyses help your organisation to become able to change while keeping its strengths.

How is this necessary?

Depending on the initial situation and on the issues present there are different approaches for the analysis.

A Contribution to Current Social Changes

We regularly extend offers for pro-bono projects and provide NPOs with inexpensive access to our qualification programmes. Non-governmental and social-profit organisations are important promoters of social change. It is imperative for our work as consultants that we recognise these impulses for...

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