
How we established the roles, processes, routines, and tools needed to communicate with +500,000 people Initial Situation A public-law entity had well over 500,000 members to communicate with. To this end, she had a large communications department at her disposal. The executive board wanted to set up a modern integrated communications department. Therefore, it hired…

How we helped a communications division break down silos, clarify decision-making, and build a collaborative performance culture Initial Situation The organizational structure and lack of a shared vision were hindering the performance of the communications division of an organization with just under 2,000 employees. The division’s media-specific departments (TV, radio, print, online) were in four…

How we unleashed the creative energy of a workforce, leading to the largest deal in the company’s history Initial Situation The spin-off of a medium-sized company (+1.500 employees) was developing software and hardware systems for the aviation and automotive industries. However, it had run into severe financial trouble. Due to the related challenges, the new…

How we implemented cost reductions and embeded a mindset change through two digital projects Initial Situation The wholesale business unit of a medium-sized media company supplied around 250 public libraries with books. It also ran its own public library with several thousand regular users. Unfortunately, the unit had been making losses for years. Therefore, the…

How we helped design & launch an eLibrary in just a few months by focusing on ADKAR’s “Knowledge” part Initial Situation More than 50 years after it was founded, a public library wanted to install an eLibrary, making e-books, e-papers (newspapers and magazines), and audiobooks available for digital lending. With this new digital business model and platform,…

How we helped a SME to successfully merge nine departments into one new business unit Initial Situation Nine previously largely independent departments within an organization were gradually merged to form a new business unit. However, animosities among managers that had developed over decades, an “old boys’ network,” and hierarchical management styles continued to promote silo…