Organization & People
Permanent disruptions are the new normal. Are your organization and your people ready?
Organization & People
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.
Study The Agile Performer Index
In 2017, goetzpartners created a diagnostic tool, the Agile Performer Index, to help organizations define a clear starting point for their agile transformations. The tool is complemented by a sophisticated, science-based set of measures through which organizations of all sizes can achieve continuous, efficient and sustained improvements in their agility.
The 2nd Agile Performer Index is one of the first studies that examines the agility development in organizations over time. It reconfirms the relationship between agility and entrepreneurial success, and at the same time, shows that Agility efforts must be considered against the background of industry uncertainty, company size, and management perception. The study highlights difficulties and pitfalls companies face when pursuing agility and offers guiding insights into ways to cope with them alongside the proven fitness programs.
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.
Have a read!
Working environment 4.0 – New challenges for HR
As Chief Human Resources Officer at automotive supplier Schaeffler, Corinna Schittenhelm is jointly responsible for some 86,600 employees around the world. When it comes to digitalization, her area of the company faces significant challenges. The 49-year-old explains how she tackles them in our interview.
We explore this issue in our online magazine Transformation Beats. The magazine reports on digital business models in practice: entrepreneurs, CxOs and managers experience live how changes are initiated and taken into action.