Culture meets Performance: Gemeinsam Ziele erreichen
Daimler Financial Services
Industrie
Pharma
Business Function
General Management
Internationality
Germany, International locations
Scope of Work
Cultural transformation
Objectives of the consultancy/assignment:
Combine culture and business in the form of a high-performance organization, characterized by trust, collaboration and a high level of motivation to achieve goals together. Taking people along on the journey through change, sensitizing and qualifying them for the new culture.
Initial situation
The organization is planning a comprehensive quality initiative. An inspection was carried out by the FDA, where the quality in various areas such as Data Integrity did not comply. There is an immediate need for action in order to avoid a warning letter in the future. To this end, Königswieser & Network (development of the quality culture) and another consulting company (technical quality and process improvement) were brought in to work closely together.
Nachhaltiger Erfolg entsteht durch das Zusammenspiel von Mensch und System
Approach
In the first phase (~1 year), the focus is on a differentiated diagnosis, finding a common definition of the situation, planning of the further change process, raising awareness of the importance of the quality issue, setting up leverage projects, planning the first implementation steps and breaking up established patterns in order to define "quick wins".
In the second phase (another 1-2 years), the focus is on the further implementation of the concepts, the comprehensive implementation of the leverage projects, the continuous further development of the quality culture and anchoring the changes in thinking and action in the long term. We do not separate. The concept and implementation phases are intertwined from the outset.
Interventions
System diagnosis (interviews with ~10% of the workforce), establishment and support of the core group (quality group) and the sub-projects, reduction of deviations, empowerment of HR and HR processes, vision and mission, work with top management, work with foremen, plant managers and other key executives on dealing with errors, contradictions and paradoxes as well as meaningful interventions in the event of errors.
