The organisation as a network of relationships between dynamic systems. Structures and changes meet relationships and behaviours. Management diagnostics at the organisational level as a way of making visible cultural conditions, patterns of thinking and feeling, along with development needs in the organisation. So that the potential of all parts can be fully realised. For a greater sum, for sustainable change and development. In accordance with the DIN 33430 quality standard, with psychological expertise and a clear view of the future.
Strong leadership decisions.
Mergers, succession planning, strategic reorientation. How can leadership be optimally designed for this? A management audit is the first step towards a sustainable solution. Based on previously identified competencies and with a focus on the strategic success of the organisation. Our key advantage is the transparent and participative of our diagnostics process, which provides you with an objective view of the individual and collective performance potential of the (top) management team. ifp diagnostics as targeted support for big steps.
Atruvia AG is the information technology service provider within a cooperative financial group currently employing some 7,100 people. In the context of the merger of two previously independent companies, it became clear that the success of the merger depended to a large extent on the selection of suitable managers.
To make the process as transparent and fair as possible, ifp was asked to assess over 450 potential managers in terms of their suitability for the advertised positions. As part of the project, which took place at various locations within an ambitious timetable, we first mapped the corporate and leadership cultures of both companies. This enabled us to identify opportunities as well as potential resistance and obstacles within the merger process. The future professional and interdisciplinary requirements of the job holders, as well as the company-wide management mission statement, formed the basis for the personnel and development process. From this, we derived individually tailored process modules. This ensured a high degree of accuracy for each target group and guaranteed the accuracy of the statements as well as the acceptance of the process.
Our management audit served as the basis for appointment decisions and was a starting point for designing personal development plans as well as a company-wide management qualification programme. Thanks to very intensive preparation, the support of all the managers and co-determination bodies, and the close collaboration between all parties involved, every step in the management selection process was completed on time. By the time the new organisation was officially launched, more than 90 percent of the management positions had been filled.
An ifp plus for all.