We rely on scientific expertise, proven methods, and an innovative approach.

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Our knowledge of methodology has evolved over the decades as our senior partners have continued to make use of new approaches. To this day, we are always learning more from the latest scientific insights. In our projects, however, we only apply what has been tried and tested in practice.

Our methods are applied to three levels in our projects:

  1. The change process: The overarching framework that unites the consulting modules and underlying methods and models in a logical whole in terms of content and processes
  2. Consulting modules: Each phase of the change process and the supporting workflows (e.g. communication and project management) contain thematic consulting modules such as identifying the target scenario that are offered to the customer in this form
  3. Methods and models: All consulting modules are based either on underlying scientific models or are derived from the practical experience of consultants (methods, tools, and templates)

In the following, we introduce you to some of our most important methods and approaches. We are looking forward to discuss more details with you in a personal conversation

  • The congruence model – How we understand organizations

    The congruence model – How we understand organizations

    Das Kongurenzmodell

    We understand organizations as a social and formal system with inputs and outputs as well as interdependencies between the various sub-systems.

    • The organization is viewed as a transformation process. It is steered by strategy derived from particular input parameters and produces a certain output, which in turn influences the input.

    • The performance of the transformation process depends on the congruence between individual sub-systems: strategy, work, people, formal organization, and informal organization.

    • We aim for a two-dimensional view: the formal dimension consisting of work and formal organization, and the behavioral dimension consisting of people and informal organization.

    Change processes can only be successful in the long term if both dimensions – the formal and the behavioral – are taken into consideration and brought into alignment, meaning that they become congruent. Thanks to our considerable experience in various fields, we know how to ensure the optimal alignment of both dimensions in our projects. Organizations and employees benefit from this approach.

    The congruence model is a reference model that supports managers attempts to analyze and understand organizational performance, and to develop solutions to unique problems. In this sense, the model serves to:

    • simplify complexity and dynamics

    • predict organizational patterns of behavior and performance

    Our customers use the model to generate a holistic analysis of interactions within the organization and to align organizational components in transformation projects. Specifically, it helps to:

    • Identify the root causes of performance gaps

    • Establish a starting point for corporate change

    • Create a framework concept for the change process

    • Develop individual solutions that take into account cultural and personal aspects

    • Increase the performance of the entire organization by balancing or creating congruence between sub-systems

    • Understand the dynamics of change and predict the consequences within the organization

  • The driver and inhibitor analysis with SCARF: What to consider in change processes

    The driver and inhibitor analysis with SCARF: What to consider in change processes

    Das SCARF-Modell

    The driver and inhibitor model deals with the driving and inhibiting forces behind a planned change as regards the content.

    • For the sake of analysis, driving and inhibiting forces are identified and separated into two groups

    • Forces are classified according to their origin. They can stem from the environment, the organization, or people themselves

    • The percentage of each area of origin varies within the blocks

    The model provides numerous interpretations that can be used as a starting point for discussions:

    • Presentation of forces as a starting point for planning interventional measures to strengthen the driving forces and to control and counteract inhibiting forces

    • Deriving strengths and impact by weighing and combining individual aspects

    • The process is an important measure towards change in itself

    Our customers benefit from the analysis of organizational dynamics as a basis for strategic measures:

    • A common understanding of the starting point and organizational dynamics

    • Greater effectiveness because the most appropriate measures are developed

    • Employees are motivated by being involved in the process

  • Our approach to change: How we really approach the change process

    Our approach to change: How we really approach the change process

    Der Change Prozess: Plan - Build - Change

    Change projects are generally carried out in three phases: planning, building, and change itself. During the first phase, people are identified to hold responsibility for the project, a detailed diagnostic study is performed of the status quo, and clusters of tasks are planned. The second phase mainly focuses on building the change mechanism, allocating resources, and defining training concepts. The third phase is when the actual change takes place and includes training, a roll-out, and employees’ first experiences with the new situation.

    The change process is accompanied by clear project management, support for the stakeholders concerned, and a program of


    The model provides an outline for the design of specific change management projects and also serves as library of methods:

    • Basis of discussion for the development of a customized approach to change management according to the thematic focus, budget, and geographical specifics of the project

    • A comprehensive library of methods with detailed concepts as a knowledge base

    Our customers benefit from existing knowledge, proven methods, and individual solutions:

    • A change management approach that directly deals with the problem or objective of the change project

    • Minimal conceptual effort since previous methods can be recycled

    • Analysis of the approach to change management from different perspectives using employee journey management

  • The target scenario: How we define the target direction

    The target scenario: How we define the target direction

    Studies have shown that a clear target at the outset of a project is essential for its success for a number of reasons. If the target is clear:

    • KPIs can be set, allowing the progress of the project to be measured “What I can measure, I can improve”

    • Top-level management can agree on the target scenario

    • A clear communication strategy can be developed

    • Managers can communicate the target scenario to employees in a credible, consistent way

    By developing a target scenario, we can involve all the relevant stakeholders in the change process and guarantee process reliability.

For our customers we will do everything.