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Transformation touches every area of a company and involves a wide array of different stakeholders. To master these challenges it often requires substantial changes of the Operating Model – addressing a holistic set of levers.
We analyze your current organization to clearly understand strengths and weaknesses and derive guiding principles – always striving for a new setup that perfectly fits to the requirements and the DNA of your company. goetzpartners has planned and implemented dozens of successful reorganization projects for a broad range of companies – from SMEs to multinational conglomerates.
We enable our clients to create organizational structures that are clearly aligned with their business strategy, and with people involved right from the start by designing accompanying Change Management programs.
Getting competitive products or services to new markets at shorter intervals and with scarce resources requires a highly motivated and productive workforce with the right abilities and skill sets.
Organizations with more highly qualified people have a better chance of succeeding – especially in market environments marked by constant change. We help companies create transparency in the competences of their current workforces and identify the skills needed for their future success. To do this, we provide specific approaches for workforce competence transformation to ensure the right number of people with the right skills are in place to meet the needs of tomorrow.
In addition, we help HR departments manage their increasingly complex responsibilities regarding the new face of work and provide support for transforming HR departments.
Our experts also have an excellent understanding of the options available to realize HR-related cost savings. goetzpartners applies good judgment and firmness when supporting your company through all phases of workforce restructuring.
OUR RESTRUCTURING SERVICES
goetzpartners Activity Analysis
The proven Activity Analysis approach and tool ensure an easy and successful execution of the analysis to gain insightful and robust implications for optimizing organizational resource allocations.
Is an economic crisis really the right time for companies to rethink their Target Operating Model? In the newest podcast episode of 'Transformation Talk', our expert Axel Meythaler explains how a new set-up can steer firms out of crisis and towards future success.
goetzpartners org2date® Tool
org2date® accélère les décisions en matière de changement organisationnel et améliore sensiblement le taux de réussite de la nouvelle entreprise.
Organizations in transformation are facing a special challenge. They must bid farewell to “business as usual”, inspire their workforce to embrace the unknown, and bring together the management agenda and employees.
Our transformation approach addresses all these requirements. Change measures are defined through a Program Management Office (PMO), and an accompanying Change Management Office (CMO) ensures that employees are actively involved and brought on side.
Employee involvement begins with the initial information and continues with the development and implementation of change measures. At the end of the process, employees have internalized continuous change as a “future way of working” and actively shape the direction.
The measures lead to success because people at all levels – managers and employees – are active drivers of change.
The goetzpartners workforce digitalization tool forecasts the development of job profiles and identifies future workforce gaps.
Corinna Schittenhelm est responsable des ressources humaines chez le fournisseur de pièces automobiles Schaeffler. Elle est conjointement responsable de près de 86 600 employés dans le monde entier. Dans le domaine du passage au numérique, son département rencontre des défis importants. La cadre de 49 ans nous explique en interview comment elle les surmonte.
Nous étudions cette question de plus près dans notre magazine en ligne Transformation Beats. Ce magazine vous présente des modèles d'entreprise numériques dans la pratique : les entrepreneurs, CxO et cadres sont les mieux placés pour savoir comment le changement est initié et concrétisé.