Starting Point
A company that had grown over many years was under pressure: friction in product development, unclear priorities, and mounting dissatisfaction within the leadership team. Many problems had long been recognized, but no one dared to address them openly.
Challenge
- Lack of strategic clarity
- Silo thinking across teams
- Leadership overwhelm
Objective
- Build shared understanding of the highest-leverage issues
- Prioritize strategic fields of action
- Rethink responsibilities and collaboration
Approach
- Pre-alignment with CEO and Head of HR
- 2-day on-site workshop with the extended leadership team
- Tools for problem and solution space: Collect, Choose, Create, Commit
- Making the “Pink Elephants” visible, the unspoken, value-critical issues
Outcome
- Clarity on strategic goals and operational levers
- Newly aligned responsibilities without conflict
- Starting point for an accompanied organizational development process with regular sparring
“We’re finally talking about what’s really in the room.” — Division Head, Workshop Participant (paraphrased)
Anonymized and condensed: to protect clients, details have been changed and experiences from several engagements combined or split across cases. Quotes are paraphrased.