From practice
Case studies
Every company has a different story. The following situations show the problems that leadership and teams come to us with, and the way we work with them.
The vision exists, but the team does not live it
How do you get strategy out of the presentation and into the company's day-to-day running?
Leadership has a clear direction, but individual teams understand it differently. Employees do not know what the vision means for them, what to base decisions on and what to do differently.
How we help
With the CEO and management, we first build a shared understanding of the vision and how it is communicated. In individual departments, we connect it with strategy, goals and concrete work. With leaders, we develop the ability to guide people through change and set follow-up steps, meetings and mechanisms that help keep the change in practice.
Teams compete instead of collaborating
Individual parts of the company work, but the whole is losing energy.
Departments follow their own goals and priorities. Information stops being shared, silos form and instead of solving a shared problem, people look for someone to blame.
How we help
We map relationships and team dynamics, look for the systemic causes of the rivalry and create space for conversation between teams. We help name a shared goal, divide responsibility and set a concrete way of collaborating across the organization.
Meetings lead nowhere
We talk a lot. We decide little.
Calendars are full of meetings, the same topics keep coming back and people leave without a clear decision, responsibility or next step.
How we help
We observe how meetings actually run: who leads them, how the agenda and time are handled, who takes part and how decisions are made. We help the team uncover the communication patterns that hold it back and set up more purposeful ways of leading discussion, deciding, assigning tasks and following up on agreements.
People do not know what they are responsible for
There is a lot of activity in the company, but little real ownership.
Roles and an organizational structure exist, yet tasks overlap. Some decisions wait for approval from several people and others end up being made by no one.
How we help
We help name roles, competencies and mutual expectations. With leadership, we set the boundaries of responsibility and decision-making, so people know what to do and what they can decide on their own. Where needed, we introduce regular meetings focused on dividing tasks and finishing them.
Managers are exhausted and do everything themselves
A good leader has become the bottleneck of their own team.
The manager handles operations, checks outputs, makes decisions, puts out fires and is also supposed to develop people. The more responsibility they take on, the less their team takes.
How we help
We work with managers on delegation, trust, boundaries, assertiveness and developing people. We distinguish what must truly remain the leader's responsibility and what the team can already take over. The goal is not to teach the manager to cope with even more, but to build a team in which they do not have to cope with everything alone.
Change without top management support does not work
People are expected to change behavior that leadership itself does not live.
The company invests in developing people, new competencies or culture change. Employees, however, quickly notice whether leadership applies the same principles too.
How we help
We involve top management in transformation projects from the start. Together we define its role, expected behavior and how it will support the change through its decisions. At the same time, we set how we will know the change is reaching the company's day-to-day functioning.
Do you recognize your company in this?
Tell us what is really going on in your company.
You do not need a finished brief or to know exactly where the problem arises. It is enough to describe the situation you are dealing with. Together we will name what is holding your company back and where it is best to start.