The effectiveness and efficiency of a business enterprise is critically determined by the quality of collaboration between the top management levels.

This means that institutionalised conflicts can restrict the progress of an entire company. Likewise, unresolved misunderstandings or counter-productive competitive attitudes – e.g. between the managers of individual departments or divisions – may constitute barriers to  performance on the market. We support you, not only in eliminating these obstacles. We turn your management teams into fully-fledged high-performance teams. In a process  developed by us, we enable leading personalities to work together successfully within changing coalitions. A further objective is to modify entrenched behavioural patterns where these are no longer conducive to advancing the company as a whole.

We find that, as a consequence, the entire collaborative culture within the company changes for the better, starting from the upper levels. In the end, all the participants gain an awareness of the strengths  and limitations of their different personalities. They discover how they can, in their daily activities, achieve a new balance between co-operation and competition – to the benefit of the company. The result is a significant and measurable improvement in management performance within the groups of managers and decision-makers.

Such a change in management culture is a profound, sustained and long-term process. However, the initial successes can be recognised at an early stage. We are confident that the people in contact with the participants within the company or organisation will start  to appreciate the new style after only a few weeks, and that the effectiveness and efficiency of the departments involved will increase.

This change in management culture is transferred  onwards from the upper levels of the hierarchy.  However, it may occur that such changes are hampered from lower levels of the hierarchy through particular structures or conflicts that can prevail within an organisation and may get bogged down at middle management level. In order to overcome such resistance, representatives from the next management levels are introduced to the cultural change. At the same time, they are provided with tools  by  which they can, in turn, relay to the levels below them  the required willingness to change their approach.