Frequently asked questions.
24 short answers to the questions that management boards and leadership teams ask us most often, in 6 topics.
When consulting makes sense
When can an outside view help?
When an important decision or a cross-departmental change has stalled.
What is clarified first?
Occasion, participants, mandate and expected work result.
Who decides in the end?
The organisation’s responsible management.
What should consulting leave behind?
Clarity and capabilities with which the organisation can continue working.
Beratungsformen im Vergleich
How do expert consulting and process consulting differ?
Expert consulting delivers a specialist solution and supports its implementation. Process consulting treats change as organisational development and works on the framework for collaboration.
What is the third mode of consulting?
In the third mode, the factual, social and temporal dimensions are worked on with equal weight from the outset. transformis combines the knowledge of key people in the company with a systemic view and specialist methods.
When is turnaround or restructuring consulting the right choice?
When an acute, threatening problem has to be solved within a limited time. A turnaround does not change the core of the organisation.
How can a management board tell which form of consulting it needs?
By the depth of intervention required: should existing processes be improved, or does the fundamental logic of work and decision-making need to develop? Recurring problems despite several attempts at a solution point to the latter.
Wie transformis arbeitet
What is the starting point of systemic consulting?
The specific task, and the conditions under which the organisation tackles it.
Who provides knowledge for the diagnosis?
Management and those involved from the relevant work and decision-making contexts.
Is the solution defined in advance?
No. Approach and participation are derived from the starting point.
What is the result oriented towards?
The organisation’s ability to shape decisions and further development itself.
Transformation verstehen
Is a new strategy enough for transformation?
It also needs the right decisions, capabilities, collaboration and day-to-day implementation.
Which levels belong together?
Strategy, organisation, people, culture and leadership are considered in context.
Is DVVision a standard roadmap?
No. It is a documented individual case with its own architecture.
How is progress checked?
By actual changes in work and by the capacity for further development.
Corporate culture
Where does culture become visible?
In recurring decisions, expectations and forms of collaboration.
Can a mission statement change culture?
It can provide orientation; change only shows itself in different everyday experiences.
Who should be surveyed?
People from the relevant departments and management levels, on the specific task.
What is changed after the analysis?
The conditions and routines that enable or prevent a desired behaviour.
Strategic self-renewal
What is variation?
Developing several perspectives and possible responses to new conditions.
What is selection?
Making a well-founded strategic choice among these possibilities.
What is retention?
Anchoring viable innovations in capabilities and routines.
How can a break be recognised?
By ideas without decisions or projects that are not taken over into the organisation.
Prefer to talk directly?
Your question is not listed? Let’s talk about your starting point.
Your initial call
Let’s talk about your situation and what you want to develop in your organisation.
- Your situation
- What brings you to us
- Possible next steps