Those who are ready to change themselves,
inspire others to change.
 
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Services

 
New leadership in the new era: Leading Corporate Change
Top Management - Leaders - Cultural Change

The huge demand for quality leadership in our times is completely underrated. This is because it makes demands on all levels – above all on one’s own capacity to change: to intuitively hand the power and control over to the self responsibility and organisational skills of one’s colleagues; to recognize one’s own projections and be open to the unexpected, to let go of old patterns and while at the same time still exerting wise judgement and influence.

Only thus can higher level solutions, collective intelligence and co-creation come about, preparing the company to be agile today, tomorrow and the day after tomorrow.

Become aware of what you are already doing as a change agent as well as what you can and must transform using real inner strength.

Our Services

Top Management
Sparring for Change Makers

"Transformation is easy to trivialize. But it is difficult. For everyone. But above all transformation is not about transforming the organization, but rather transforming oneself."

  • Mindset and capabilities
  • Presence and reflection
  • Strategic change companion
Leaders
New Leadership in New Times

"Leadership Strengths 4.0" Your in-house leadership development program for leaders, change agents and consultants

  • Your Leadership-Transformation Space
  • LIFE: Lead – Inspire – Focus – Energize
  • Conception, internal marketing, monitoring
Cultural Change
Processes for Cultural Change

Transformation architecture – set up within the company

  • Cultural analysis: Guided cultural journeys
  • Alignment of strategies and culture
  • Conception and monitoring

Client voices

  • "Discussions with Dr. Schwalbach are always characterized by profound knowledge: a precious contrast in these times of often unreflected superficial communication, which is especially important for senior management."

    Dr. Ulrich Müller
    Operational services GmbH & Co. KG
    Management Spokesperson

  • "Working together with Michael Schwalbach is always a pleasure for me personally and professionally. It is a very innovative and inspiring experience."

    Thomas Strasser
    Schott AG
    Vice President Human Resources, Pharmaceutical Packaging & Tubing

  • "Mr. Schwalbach is a full-fledged expert with extensive experience in managing the latest and most successful management and organizational models. I value him because he does not recommend standard solutions, but rather works with us on strategies that are really suitable for us."

    PD Dr. Elke Völmicke
    Business Manager
    Education and Aptitude GmbH - Donor's Association for German Science

Our Cases

1

The situation

The management sees great potential for profitable growth. The existing leadership and enterprise culture is, however, not very suitable for supporting ambitious strategic objectives. We are to accompany the company on its cultural journey towards greater corporate responsibility and towards higher agility and speed – without falling into the speed trap.

2

Our commitment

We have been accompanying the management team for many years. Not continuously, but whenever necessary and with precise measures: sparring of the management spokesperson, conflict resolution workshops in the top team, off-sites with the entire management team about relevant strategic and leadership areas such as trust culture, co-creation, energy and self-management, coaching of individual area managers in difficult management questions, e.g. “Maintaining motivation in the operative business during the transformation process” …

3

The result

The management spokesperson leads in a clearer, more direct and more effective manner. Both managing directors resolve conflicts among themselves more appreciably. The management team has less direct control over employees and trusts then more. Commitment, an important component of the management’s leadership, is now clearly felt. Overall, the employees are more satisfied – and sales as well as profits have grown strongly and organically.

1

The situation

Competence building abroad and effective onshore skill shifts are the goal – but the affected business area has been entrenched for too long in the offshore process. The board of directors is dissatisfied.

2

Our commitment

In close co-ordination with the board of directors, we get to grips:

  • Raising managers’ awareness of change leadership rather than change management
  • Diagnosis of scope and employee involvement
  • Conception of a long-term successful change process
  • Intervention design
3

The result

The speedy implementation is a success. The discussions we initiated sharpened change leadership awareness in international leadership. The new change model also serves as a framework for further changes: It contains innovative intervention providers, as well as the assessment of change interventions and methods with regard to the company.

1

The situation

The board of directors wishes to centralise the globally spread management functions. In a multi-day workshop with senior management, the centralisation timetable is to be defined.

2

Our commitment

Together with our partner Nextpractice and the board of directors, we discussed the objectives of the workshop. In so doing, a strategic success factor became clear: genuine commitment and alignment of the managers for the task, not just lip service. To achieve clarity about this, a cultural analysis was carried out prior to the workshop. Based on this, Nextpractice was able to implement a large-group workshop with the sector executives, which was precisely attuned with the company’s culture.

3

The result

Strong motivation and top commitment to the centralisation project. The initiatives developed are actually implemented – and all those involved are pulling together.

1

The situation

The head of in-house consulting asked for change support. He wanted his team to align on future strategic tasks – with major changes in the following areas: self-understanding of their own added value, the structure of the organization and development of the human resources of the advisory group, the extent of collaboration between the sub-teams, knowledge generation processes and interaction with internal customers.

2

Our commitment

Together with the customer, we developed a timetable for a “learning and experience trip” for the advisory group. The focus was on two three-day workshops with the entire team. The content of the large group workshops extended as far as meditation experiences. This was followed by a reflection on the respective interaction processes, which included our external point of view on the systemic learning and / or barriers to change within the group. The area manager was supported in a personal sparring. Activation, encounters and transparency at all levels …

3

The result

Not only did the head of in-house consulting expand his field of competence by becoming aware of the blind spots in the support and inspiration of his team but and above all, the consultants themselves are once again full of energy and 100% in the position to take their own responsibility for driving forward upcoming developments and changes. These are, therefore, sensibly carried out from the inside, leading the decisive change to the learning organization.

1

The situation

The market is demanding. Board members and area managers of a CMS provider want to set the strategic guidelines for the next two to three years. In a strategy workshop with the management team, we are not only to moderate the process but also introduce strategic thinking approaches.

2

Our commitment

A two-day workshop created the space for the necessary reorientation. Our interactive reflection on the discussion process took place after the workshop. In so doing we highlighted the key elements of the implementation, namely the energy and inspiration in the management group as well as barriers to learning and change within the system.

3

The result

The new focus is clear: acquisition of new customers and partner management. The corresponding result and action plan was adopted to ensure the desired objectives. A program to increase sales skills was also launched. All those involved are aware both of accelerators as well as barriers to success. A fully-fledged project.

1

The situation

The donors of the foundation for the support of gifted and talented young people expect the foundation to be more efficient. The management asked for professional support in order to meet these expectations in the long term.

2

Our commitment

The entire foundation team was supported apropos of the following key question: What potential for improvement is there in business and information processes, organisational structure, measurement and control variables, as well as in performance figures? In addition to this new look at processes and organization, the team members reflected above all on their own actions which they critically questioned and appraised. A challenging step among so many diverse personalities, which could only succeed within a very mindful, respectful context.

The new visions and insights unleashed productive energy. Each individual member of the team recognized how he/she could contribute to the improvement of results and put this into practice too. In a personal sparring, the manager reflected on her leadership role and skills both with regard to the current transformation task and beyond.

3

The result

The managing director can now step back from the operational business and focus on the strategic development of the foundation. Important workflows were freed from duplication and superfluous controls. Communication and reporting structures are much more transparent. The feedback culture was also significantly improved. Ergo: The key steps towards efficient self-organization have been taken.