Corporate Culture Change
Is your company fit for the 21st century?
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Money is not a product!
It is a measurable RESULT, achieved by products and services that are created and designed by human beings!
Ask yourself: Are you still driven by money or ready to lead the people to a successful future?
People
What comes first?
People or Products?
People
produce and buy products and this is why they are key whenever it comes to business related topics.
This is the fundamental view we have when it comes to our actions and portfolio. All we do is made for the people, no matter if it is a customer, a colleague or the society, so it is made for YOU!
Our belief is, that if we make our customers team to fit for as many people as possible, success is just a logic consequence.
Robots don't buy products. It is and will always be the people driving the markets.
Production
A product is only useful if there is a customer who is willing to pay for it. If not, it is simply waste!
The quality of the product is defined by the customer and produced by the people of the company. If there is an emotional disconnection, things go wrong, customers are unsatisfied, will leave you and stop buying your product or using your service.
This is why people are the key for any product/service you offer. No matter if it is a customer, a production worker or yourself. People are the mandatory centre of attention to be successful.
The quality of the product is defined by the customer and produced by the people of the company. If there is an emotional disconnection, things go wrong, customers are unsatisfied, will leave you and stop buying your product or using your service.
This is why people are the key for any product/service you offer. No matter if it is a customer, a production worker or yourself. People are the mandatory centre of attention to be successful.
Persistence
Persistent and sustainable business success is driven by many aspects that are anchored in the company culture,
such as safety, continuous improvement, ownership, leadership, inno-vation, design thinking and communication culture.
The common denominator to drive all these different needs to success is TRUST. A strong and common company culture with clear and modern values, beliefs, rules, definitions and also consequences for those who don't want to join, is just the toolbox to gain and raise trust. Anything else cannot be persistent and will end in struggles and decreasing success.
The common denominator to drive all these different needs to success is TRUST. A strong and common company culture with clear and modern values, beliefs, rules, definitions and also consequences for those who don't want to join, is just the toolbox to gain and raise trust. Anything else cannot be persistent and will end in struggles and decreasing success.
Perfection
"Perfection is a flower you can smell, but never taste!"
How can you strive for perfection if you don't define in advance what "Perfection" means to you and the people you work with and for?
Perfection is subjective, individual, flexible and needs to be defined in advance and continuously to have a common goal and understanding.
What is the level of it, what are the Milestones and what is my customers perceptionofperfection?
Perfection is a big word and striving for it affects everything we do within the business world and private. If the meaning of perfection
is not defined, there is no overachieving possible and because of that no innovation will happen.
Perfection can only be a Pursuit of Perfection.
"People don't resist change...
people resist being
changed!"
Find out more about this program
Presentation
Our logo has a meaning.
The 4 on the left stands for cultures that are very angular, static and sharp, what represents "old" company cultures with a historic background. It shows that unmodern types of cultures are inflexible, deadlocked, not innovative and hard to change.
The orange arrow head stands for the transition action to change, driven by energy, what is represented by the colour of the sun, taking into consideration what is existing and happened in the past and overcoming the barriers that are often not visible. Therefore, the barrier line is shown in silver/white to represent additionally the "silver lining" attitude what means "analyse the problems, find the good news in them and improve them for the future!".
The 4 on the left stands for cultures that are very angular, static and sharp, what represents "old" company cultures with a historic background. It shows that unmodern types of cultures are inflexible, deadlocked, not innovative and hard to change.
The orange arrow head stands for the transition action to change, driven by energy, what is represented by the colour of the sun, taking into consideration what is existing and happened in the past and overcoming the barriers that are often not visible. Therefore, the barrier line is shown in silver/white to represent additionally the "silver lining" attitude what means "analyse the problems, find the good news in them and improve them for the future!".
The P
stands for the change process to make a round trip through the company culture, values, beliefs and the way you work. Driven by heart (red) and pushed forward with the energy to change (orange arrow) makes the colour a warm red. It ends where the old culture investigation started, but with a new and refreshed mindset, drive, belief and energy to continue the business.
Because the P
describes all what we do, it plays an important role in our belief and daily business. Find out where else you can find the P.
The logo stands for a transition from "deadlocked" to "smooth and agile".
Previous
>25
Years of Experience
>350
Trainings & Workshops
>4500
Trained Customers
94,8%
Positive Feedback
Pal Comments:
Alexander B.
Global Head of Quality
Global industrial player in energy business
We had a strong and increasing focus on numbers because they went down. Since Uwe Hartmann opened up our eyes and minds towards the, as we used to call them "soft topics", things have changed significantly in our organisation. It was mandatory for us to train and inform each single employee and it turned out to be the best choice.
Bilal Öztürk
Line Manager Wind Turbine Production
Siemens Gamesa Renewable Energy GmbH & Co. KG
When I came there, I thought the "culture" training was all about working with people from different cultures, but I was surprised by Uwe that this is not the point. Culture is much more fundamental and after the training I was motivated, emphatised and illuminated for the need to change. That was real Leadership I experienced and will adapt this for me and my future as well.
Position
This is where you will find us in the near future (work in progress):
Strandstraße 66, 27476 Cuxhaven, Germany