EFFECTIVENESS OF ORGANISATIONAL DEVELOPMENT
For a high, wide, and sustainable acceptance of changes in organisations, it is important to involve the relevant stakeholders lastingly and early on, but also to ensure their strong emotional and content-related participation. To this end and based on the situation, CNG Collabor8 employs procedures and tools of classic management consulting and change management, as well as proven methods of the systemic organisational consulting and coaching. The needs-based combination of the different methods makes CNG Collabor8 particularly effective.
The overriding objective of CNG Collabor8 is always the success of a project – in terms of economic efficiency, sustainability, and positive impact on the corporate culture, also beyond the relevant project.
Leadership Coaching
CNG Collabor8
Business
Transformation
Management Consulting
Change Management
Individual coaching
- Focus on individual (behavioural) topics of individuals, often as a measure to quickly improve the performance or in case of performance deficits
- Often regardless of relevant functional contents and organisational processes
- Drawing the attention more to the individual (coachee) rather than the needs of the organisation
- High learning potential for the individual coachee; effect and transfer to the entire organisation is very limited
CNG Collabor8
- High level of networking and early as well as lasting involvement of all relevant stakeholders
- Focus on content by tapping into the expertise of the people involved in the project environment, along the value chain, and across hierarchies
- Sustainable decisions and quick action through competent management
- Constructive management of existing resistance
- High, wide, and sustainable acceptance and, at the same time, extremely short processes
Management Consulting
- Provision of functional expertise, focus on contents, work focus on analysis and concepts, the solution comes from outside
- Few contacts in the company, usually only sporadic co-operation with selected management functions, roll-out in the organisation through additive change management, where required
- Low level of networking in the organisation and participation as well as motivation of the internal staff
Change Management
- Belated establishment of finished concepts in the organisation
- Focus on communication and “getting ready for the change” with toolboxes and trainings etc.
- Influencing the affected people is possible only to a limited extent, if at all – instead, (quick) creation of positive mood by means of motivational events, change agents etc.
Figure: effectiveness of organisational development (click on the segments for further details)
< back
