Management Consultants for Individual and Organizational Development

Transcription

1 Management Consultants for Individual and Organizational Development

2 Managing the Invisible fgi is an international, globally networked management consultancy located in Hamburg and Zurich. We support 20 out of 30 globally listed companies. fgi focuses on the soft aspects and invisible forces in its three major consulting areas: Leadership Excellence, Change Management and Cultural Transformation. We have collected experience in these fields for many years now, deepening and honing our knowledge. As specialists for the Invisible, we work with individuals on their inner views and attitudes. As well as with organizations on their cultural orientation. With our partner Mannaz, an international frontrunner in Leadership Development, we have access to more than 300 facilitators and coaches world wide. 2

3 Our areas of consulting Managing The Invisible Coaching Leadership Change Leadership Transition Leadership Framework Change Commitment Grow your Personal Potential Teamwork at the Top Leadership in Action Leadership Development Mental Milestones Change Communication Research Institute: Culture and Leadership 3

4 The core consultants are the essentials fgi Germany Success by experience and quality Dr. Peter Fischer Dr. Beate Heller Rüdiger Schulz Rita Scheinpflug Johannes Antz Simone Brecht Katrin Bässler-Vogel Nadja Lins Martin Lüdemann Margarete Gerber-Velmerig Claudia Hammer-Hewstone Dr. Julia Hecker David Howells Nikolaus Kessel Josef Leenen Dr. Uwe Malinowski Nils Neumann Friederike Oexner-Thiel Dagmar Regorsek Jutta Rogner Katinka Schulz Dr. Nathalie Thomé Wolfgang Lüchtrath Patricia Weijzen-Peters 4

5 fgi in Switzerland fgi Switzerland a small team supports you in the specific challenges Dr. Roland Förster Matthias Schmutz Anja Stalder Arno Ehret Patricia Trenkler Denise Ineichen Since 2012 fgi is represented in Switzerland with a small team in Zürich. We are consulting Swiss and international companies. Manifold relations to global players in Switzerland and cross-border cooperation come together to create the ideal foundation to coordinate our activities. With our team we can support leaders and change managers in the specific challenges the Swiss leadership culture is providing. 5

6 Idea generator and deep thinker fgi Research Institute fgi Interaction Barometer fgi Cultural Dimensions FischerGroupInternational fgi Cultural Value Inventory FischerGroupInternational FischerGroupInternational fgi Research Institute is the independent research institute of fgi Fischer Group International. It specializes in Cultural Mindset Analyses: By companies commissioned analyses of invisible elements and forces of their organizational culture. The basis is the scientifically sound fgi Model of Culture. Cultural Value Inventory: Analytical method of organizational culture, based on values. The 42 values measure and describe company cultures on the six fgi Cultural Dimensions. Leadership Research: Basic research on central leadership topics, e.g. working in a matrix, interactive leadership. All concepts are based on the most recent international research findings. The institute presents the research results to clients in a comprehensive and fruitful manner in form of company analyses, dossiers and lectures and always with a practical approach. 6

7 Our clients a selection More than 20 Multinationals and many Others rely on fgi 7

8 i = international Our consultants are working all around the world 8

9 fgi lives its values The basis of solid work and cooperative partnerships Respect Clarity Depth Trust Curiosity Farsightedness Respect is one of the central values of systemic thought and action. Mutual respect is a fundamental principle of successful consulting. Clarity in positioning, strategy and communication builds trust and provides orientation, thus creating security. Depth is a prerequisite for clarity and convincing solutions. It demands both the ability and the willingness to reflect on one s own thoughts, experiences and actions. Only people who trust (in both themselves and others) are capable of changing. To us, curiosity means a desire for interdisciplinary cooperation. We want to learn from others and stimulate their curiosity as well. Being far-sighted means taking a closer look at future social and economic developments and using our findings to create concepts for successful management. 9

10 Impressions of Work 10

11 Leadership Transition Successfully Shaping Leadership Transition Processes Successful leadership transitions are still one of the best opportunities for personal growth and change! When it comes to leadership transition, we are the experts in the market. We have adviced thousands of talents and executives e.g. after promotions, during international assignments or new hires in their new top-management position for over 20 years. Leadership Transition by fgi is a process-oriented approach that makes systematic use of the opportunities presented by transitions situations like promotions, side-steps, new hires in senior management. With the help of tried-and-proven models, we provide our coaching where it will be the most effective. Our products are an inherent part of many company s talent management programs. Offers: Transition Coaching Transition Workshop Transition Seminars Training for HR 11

12 Grow your Personal Potential Developing leaders who will shape the future is becoming ever more important. This is why most companies accord top priority to talent management. fgi has focused on development of high potentials for many years now. We have crafted a custom-tailored coaching program based on a scientific model of potential. fgi s definition of potential Potential is a person s hidden, as yet untapped abilities that will enable him or her to successfully master future tasks. Self-assessment questionnaire Based on potential indicators that help identify strengths and weaknesses. 12

13 Teamwork at the Top When does a Top Team need Consultation? The Top Team is not viewed as a positive role model which supports the corporate culture The Top Team does not appear to be united, speaking and acting with one voice Its communications do not reach the people in the organization 13

14 Leadership Framework The Challenge: Olympus Europa asked for a Leadership Competency Model - as a basis for professional personnel work - to reflect future stratgic leadership challenges - to cover the Olympus spirit and make it unique - to create identity and culture among Olympus leaders and employees Our support: fgi conducted interviews with 10 relevant stakeholders, analyzed existing documents on leadership and developed in clear and concise language 6 leadership competencies for 3rd and 4th layer management positions. Results: The continuous shaping of the leadership competencies not only triggered off engaged communication on leadership but also helped to create a model which is loved and applied. Olympus Japan is now interested in developing a leadership model for their board. 14

15 Leadership in Action Interactive Leadership Followers do not followership. They do leadership Both leaders and followers form one relationship that is leadership There is no such thing as followership in the new school of leadership Joseph C. Rost in Leadership for the Twenty-First Century 15

16 Leadership Development Impressions from our Leadership Trainings The leadership role comprises several tasks that have to be managed simultaneously: Strategic Transformation Leading others HR Management Change Commitment Resource Management Interacting with Others The fgi Empowerment Questionnaire fgi Model for Effective Collaboration Our trainings focus on the concrete leadership situation and specific challenges of each participant. Our trainers are well-experienced in all types of leadership challenges. They provide innovative inputs and all our trainers use a variety of methods and especially interactive, dialogue-based discussions in the plenary and break-out groups. 16

17 Change Commitment It s all about Change Commitment! Not, Change Management. Generating Change Commitment is one of our core competencies at fgi. Too often Change Initiatives focus too much on tools and instruments without taking into account their interactions and interdependencies. Successful change projects touch peoples hearts and attitudes. That s why our Change Commitment Approach focusses on Leadership, Communication, Participation and Steering to the same degree and at the same point in time. An integrated change architecture helps to co-ordinate and orchestrate the respective work streams and initiatives. Steering Leadership Participation Communication 17

18 Mental Milestones Innovative Large Scale Group Events The Challenge: 1,200 participants, ranging from board members to blue collar workers, spend one day examining their company s strategy and its implementation. Our Support: We planned, organized and facilitated the whole event using e.g. creative methods like Construction of your Department s Street for the planning of the next steps. The Results: Managers and employees shared a common vision of the strategy and next steps. The were better able to keep pace with the accelerated speed of the market while providing the best service and products possible. 18

19 Change Communication Design and Roll-out of a New Global Competency Model The Challenge: Design of a new competency model for a new and globally consistent talent management like e.g. potential diagnostics, leadership programs, performance appraisals. The project comprised the communication and roll-out of the new competency model. Broschure for Line Management and HR-Business-Partners Our Support: Development of the new competency model. Communication including branding, brochures, videos, roll-out management. The Results: An internationally consistent branding and understanding of the global competency model which was highly appreciated and well accepted by all levels of hierarchy as a mandatory part of the new talent management process. 19

20 Company / Milestones Over 25 stable years of growth 1989 Founding of Dr. Fischer Management Beratung focusing on challenging management topics and executive coaching We discover a strategic niche in the subject of Leadership Transition. The company grows rapidly, becoming renowned in the field. Dr. Peter Fischer s book Neu auf dem Chefsessel is published in German in 1993 (subsequent English title: The New Boss: How to Survive the First 100 Days). Dr. Fischer Management Beratung works with six consultants We systematically expand our portfolio to encompass various offers related to change management. Dr. Fischer Management Beratung becomes fgi Fischer Group International. In 1998, we take the first steps towards internationalization with partners in the United States and development of the Transatlantic Bridge program We expand our range of offers in Asia. Fgi wins JAL Academy, one of Japan s leading management institutes, as a partner. We then round off our international expertise with various projects in the Asian region A total of 20 senior consultants work for fgi. Our topics range from Executive Coaching through Leadership Programs all the way to Change Management Cultural topics and issues play an ever greater role in our projects. In order to address these topics in even greater detail and more systematically, we decide to establish a research institute for organizational culture: fgi research institute fgi founds a Swiss branch in Zürich. Manifold relations to global players in Switzerland and cross-border cooperation come together to create the ideal foundation for consulting offers in the fields of international leadership transition and cultural change. 20

21 fgi Fischer Group International Brodschrangen Hamburg, Germany Tel. +49 (0) info@fgi-mail.com fgi Fischer Group International Dufourstraße Zürich, Switzerland Tel. +41 (0) info@fgi-mail.com fgi Research Institute Brodschrangen Hamburg, Germany Tel. +49 (0) info@fgi-research.com 21