Talk is cheap

Facts and reasonable results are the things that really matter. In our references you’ll find a selection of projects that we have implemented successfully.

Even if your sector should not be listed here, please do not hesitate to contact us. If you have any questions concerning the development of your company or institution, it is always worth it to seek talks with KICK. We are looking forward to hearing from you!

Automobile industry

Support in strategy development and accompanying change management in implementation.

This was our approach:

In the beginning we went through an exploration phase with 50 interviews on all hierarchy levels. The results from this were used to develop a process architecture, which included regular strategy workshops with the management team and several cascade workshops with executives of all levels. In this way all 400 executives of the site were involved and activated.

Result
This process created a common target orientation within the plant, improved the horizontal collaboration between the departments, and fundamentally increased the openness towards changes.

Automobile industry

Facilitation of the development of a department strategy and support in the subsequent re-organization.

This was our approach:

The strategy was developed together with the management team in a series of workshops, in which we used different methods, including “visual recording”. In order to bring the strategy to life the organizational structure had to be changed. Around 500 executives and employees were involved. In collaboration with the client KICK developed a change management procedure for this sensitive process. We supported the comprehensive implementation as well as the subsequent vernier adjustment of the new structure with 4 consultants.

Result
Thanks to our structured and coordinated change and communication strategy the crucial stakeholders including social partners could be won over for the project. The complex re-organization was implemented according to plan within a short amount of time.

Furniture retailer

Establishing change management competence in the company

This was our approach:

The first step was to develop a collaboration model for executives, project managers and change consultants. Based on this model we created a role concept and a qualification series for internal change consultants. 40 HR managers were familiarized with basics, methods and tools of change management.

Result
The trained HR managers are now available as competent contact persons for company-wide change processes.

Public service / state ministry

Conception and implementation of leadership feedbacks.

This was our approach:

We developed and coordinated the process as well as the feedback questionnaire in collaboration with the HR department. The participants were thoroughly informed about the goals and the individual steps of the procedure. An online tool corresponding to the laws and guidelines of data protection was used to implement the anonymous survey. The results were discussed in facilitated workshops with feedback receivers and feedback givers. Concrete improvement measures were arranged if necessary.

Result
The executives acquired insights concerning their self-image compared to their public image and could reflect on their leadership behavior. The end result was an entire evaluation for the state ministry with indications for the development of executives and the whole organization    

Public service / ministry of education on state level

Consulting of the project group „school structure reform” and supporting the introduction of a new school form

This was our approach:

We advised the project group concerning methodical questions of project planning, project controlling and organization. Furthermore we ran a series of big events with school inspectors, principals and other stakeholders. In the beginning we conveyed basic information, which were followed by implementation models in the next step.

Result
The thorough preparation and activating event moderation has significantly contributed to the successful and timely introduction of the new school form    

Communal companies / supply and waste disposal

Support in organizational development in a huge operational business unit.

This was our approach:

In the first phase a future vision was created in collaboration with the management team, which was then agreed on with each responsible board member. For the implementation it was necessary to adjust the organizational structure and to back up the lower management. Special attention was turned to developing the lower management, for which we created a special qualification and coaching offer. The division of tasks between the different management levels was newly defined.

Result
Contact to commercial employees was notably intensified and leadership is lived more clearly. At the same time the upper management level was released of operational leading tasks and gained more space for strategic and conceptual tasks. The public image of the business unit was improved.

Insurance industry

Improving quality awareness, conception and introduction of a QM system.

This was our approach:

First of all, the whole leadership team was sensitized for the topic of quality. Together with junior executives a quality policy was developed. The architecture for the QM system was created in collaboration with the internal project team. The single elements of the system were worked out by technical teams, who followed the maxim of building on what already existed. The rollout was initiated with an information campaign and continued with workshops on department level. Every department then went on to implement their own program for introducing a QM procedure.

Result
The QM procedures are firmly established by now. The executives have understood that quality management is an important part of their management tasks and the company’s transparency of quality indicators has clearly increased.

Public service / state ministry

Stronger orientation of one department towards strategic and conceptual tasks

This was our approach:

In the beginning we made a careful strategic analysis of the most important action fields using the SWOT method in workshops. In this way it became clear which tasks should gain more priority in the future. Since no additional resources could be mobilized it was necessary to shift capacities to the priority tasks. Change management and coaching methods were used to flank this internal change process. During the whole process the superordinate management level, the participation partners and the department managers were closely involved. Moreover, it was considered crucial to carefully and regularly inform all employees.

Result
Preconditions for a stronger orientation towards strategic and conceptual tasks were created. The department’s ability to fulfill its core tasks has improved significantly. 

Furniture retailer

Re-establishment of motivation and working capacity within an ongoing re-organization of divisions and processes.

This was our approach:

We started off with a workshop series with managers and social partners, in which the participants defined goals and worked on bottled up conflicts, individually as well as together. In six different team workshops employees and managers were able to discuss their situation, become aware of their decisions and reflect upon their team behavior.

Result
Managers, social partners and employees have reflected on their currently difficult work situation and defined rules for collaboration and team behavior. Self-motivation was increased by self-reliant actions.

Public service / administration

Advice and support with analyzing the equipment of organizational units of different districts as well as the definition of performance standards.

This was our approach:

In the first step we supported the client in project definition, organization and planning and developed a project charter in collaboration with all stakeholders. Our role was project support and facilitation, as well as developing all data collection and evaluation formats. The organizational units of different city districts defined their actual and target equipment depending on the tasks in facilitated district and department specific workshops. We compiled a summary, which was evaluated by the departments. Afterwards recommendations for politics were developed and agreed upon.

Result
A consolidated analysis of the actual and the target state of equipment in all districts plus coordinated recommendations for politics on how to improve the current situation. One side effect was an increased willingness for collaboration between the districts.