Organizational Development

Challenge

Managers who are faced with the task of developing their organisation are like master builders who build bridges to the future while simultaneously walking on them. It is a demanding challenge to have enough attention for the construction work in the day-to-day work and in between continuous meetings. Especially as organisational development depends on bundling the power of many and giving it direction. In addition, there are permanent crises, a shortage of skilled workers and everything that makes up a lively organisational dynamic. This often leaves no time for a strategic look into the future and the development of a sense for the next sensible steps.

Guidance on an equal footing

In my consultation, you will be given time to stand next to your building. We take a closer look at the individual elements that are relevant to you and how they interact. I pay attention to important aspects that are relevant to the development of your organisation. At the same time, I am attentive to you personally, your view of your organisation and your own role in the change process. In this way, development with me always takes place in parallel – with the organisational developers and in the organisation. I usually work in the background and advise you on your courageous further development of your structures.

Organisational development is the art
of building bridges to the future
while walking on them.

Relevant questions for organisational developers

How is your organisation currently developing?
What is succeeding easily and effortlessly, what is tedious and slow, what is stagnating or has never developed?
What dynamics in your organisation contribute to further development, what hinders or prevents it?
What do you see as the biggest bottleneck?
What basic assumptions about your organisation shape your current view?
What is clear to you, what is unclear?
What would you like to change or prevent?
What feedback and self-awareness would you like?

Important aspects of collaboration:

Who is meant by "organisational developer"?

Organisational developers are all stakeholders in an organisation who have the authority to make decisions about changes and a mandate to further develop their organisation. In my view, these are senior managers of a company management (managing directors, entrepreneurs, board members, C-level, division heads, top management) and heads of staff units who take on change topics (organisational development, people & culture, strategy, personnel).
Where does the counselling take place?

I work with you in my coaching room in Bamberg or in Frankfurt. This ensures that we can focus our full attention on your concerns. And you have time to digest afterwards.

If several of you would like to take part in a meeting, I am also happy to come to your organisation.
Is virtual counselling also possible?

I prefer personal live contact with you and enjoy being able to make quick and easy virtual arrangements after getting to know you.
How long does organisational development consulting take?

Every counselling process is unique, which is why I don’t have any defined lengths of time. For an initial overview 90-120 virtual minutes make sense. To get started with counselling, we need half a day or a whole day for a live meeting. This is followed by further live or virtual meetings at a sensible pace throughout the entire change process.
What methods do I work with?

My clients are used to us working with visualisations, spatial representations and live staging. It may sound strange at first – the key is that we bring their current situation to life.

My methods are drawn from the following areas: gestalt work, systemic coaching, emotion-focused methods, body- and mindfulness-orientated methods, trauma and crisis management and transactional analysis. Everything I also use in coaching processes.

Specifically for organisational development, I draw on my experience with these topics: strategy development, organisational design, leadership concepts, power and decision-making in organisations, business model analysis, digitalisation, ambidexterity, OKRs and vision development.

Another basis of my work is the metatheory of change by Klaus Eidenschink (Hephaistos Coaching Centre Munich).

If I go on stage for you and become active in the change process, the following methods come into play: chained conversations for situation analysis, large group facilitation, strategic dialogues, workshops, team development, coaching, Leadership Labs and facilitation for working groups.
In which languages does the counselling take place?

I speak German and English.
What is important to me when working with you?

Above all, our trusting collaboration. You don’t get any generalised concepts or recipes from me, but I pay particular attention to what you need individually, how our relationship is developing and where our joint process is heading. Carefulness and joint interim reflections help us to harmonise and fine-tune.

References

I have worked with clients from various industries and company sizes:

AOK*

Biotest*

Bischof + Klein

Caritas

Computop

Datev

Deutschlandradio*

Eberspächer*

Fiducia*

Fraunhofer

funk / SWR

Internationaler Bund

Malteser

Media-Saturn

Mehler Engineered Products

Minimax

N-Ergie*

Radio Bremen

Rehau Group / Meraxis

Schnellecke Logistics

Siemens*

Stadt Nürnberg

Teambank

Volksbank

in collaboration with co-operation partners

Founding start-ups is rather unusual for an association. However, in order to launch a market-driven training programme for managers, we needed external expertise, which we found in Oliver König. We worked together in an iterative process and got the academy off the ground. I particularly appreciated Mr König’s level-headed and confident manner.
Advice on setting up a management academy

The OE-C was consistently described by the participants as very beneficial and was described as “the best format in recent years”. The internal networking through increased trust and the change in perspective through cross-departmental participation were mentioned as having a formative effect on day-to-day management. The specific case work, flexibility and good cooperation between Clea Buttgereit and Oliver König were also emphasised.
Organisational development curriculum for senior managers of a public broadcaster