Reorganisation: A resonance team is established

The aim is to lead 70% of employ­ees into a new world in which oth­er skills are required. One thing is clear from the out­set: the human fac­tor, feel­ings and needs of those affect­ed should be the guide­line for a par­tic­i­pa­to­ry process that strength­ens self-organ­i­sa­tion, self-con­fi­dence and the empow­er­ment of indi­vid­u­als. The entire process is pos­i­tive­ly sup­port­ed and accom­pa­nied by the works council.

As a cen­tral struc­tur­al part, we are installing a res­o­nance team that will shape the trans­for­ma­tion inde­pen­dent­ly and equal­ly in con­junc­tion with the organ­i­sa­tion. The man­age­ment, select­ed man­agers and employ­ees, as well as a rep­re­sen­ta­tive of the works coun­cil, rep­re­sent the con­cerns of those affect­ed and act as their delegates.

Impor­tant: The process design lives from the per­cep­tions, ques­tions and feed­back loops of those involved — and is con­stant­ly being readjusted.

We design and mod­er­ate the work­shops of the res­o­nance team, strength­en the resources of the affect­ed employ­ees and devel­op cre­ative set­tings for a suc­cess­ful trans­for­ma­tion into a new world of work. At the end of the process, each employ­ee devel­ops a new vision of the future for them­selves and finds new con­fi­dence in their own abil­i­ties and in the man­age­ment. The com­mon path leads to a strength­ened cor­po­rate community.