Skills Corporate culture

"The difficulty is not so much in developing new ideas than in escaping from old ones."
J. Maynard Keynes

We are neither referring to the image brochure nor to management guidelines:
By corporate culture we mean the values, attitudes and behaviours really lived in your company, what is considered usual and a matter of course and therefore not challenged, often originating in an uncontrolled development, often more stable than the buildings in which it reigns, rarely reviewed for its contribution towards or against the success of your efforts, even less frequently controlled.
Coporate culture as a "secret business plan" can support your plans – or shake them, if not even make them collapse.

Two thirds of all wide-ranging change processes fail without living up to expectations. There is enough evidence by now that culture and behaviour make the difference.
What can be done? To get going this culture needs to see the light in the first place ...
An example from the every-day life of many organisations: lethargy and frenzy are the cause of all trouble. We help to turn them into patience and persistence.

For some years we have increasingly been faced with another cultural topic: the "topic of cultures".
How do two (or even more) cultures move towards each other after mergers and acquisitions? Is one going to win? Or what is the goal? A boring stew without any discernible single ingredients? Benefiting from the differences? Using the chance of a new beginning by systematically demanding and promoting new behaviour and a changed attitude as factors for success?
Intercultural management systematically addresses these questions. Be it in processes we accompany, in workshops or trainings: Over the years we have built up a lot of multi-cultural experience in our team.