To achieve this, we encourage our partners to be capable of quick changes and innovative renewal by making their competitive advantages service-based. We consider it important that the corporate culture be a link in the connection with both the staff and the organisational units and partners. The value-based behaviour should influence the everyday deeds of the organisation. We consider it of high priority that the organisations try to be distinguishable from their competitors. We believe it is possible to achieve and develop a unique corporate image. To do so, we strengthen the organisational support for creativity and innovation at our partners.
Business ethics is a sensitive term nowadays. Many believe in consequence ethics, that is: whoever wins is right. We believe that purpose ethics still has a role in the market judgement of companies (e.g. public relations), that is what kind of impression they try to make on their environment, partner relationships with their acts.
As regards corporate systems, we are sure that every organisation has a lot of useful skills, which they can use to their advantage. We strive to make them visible and more dynamic.
It is typical of our method of work that we first establish the actual age of the organisation in the life cycle so that the surveyed information can be evaluated accordingly afterwards. There are problems that the organisations have to solve for themselves just for the sake of their own development. We do not wish to interfere with these problems, only when they are not solved on the long run. However, there are problems where it is necessary to "cut", where a "surgeon," that is, a consultant is needed just in the interest of the organisation's health. We can mainly be useful to our partners in establishing the diagnosis and in chronic cases.
One such example is when we had to pose the question in the interest of competitiveness: what makes the actual profit and where does profit disappear? The question was answered with the help of a tailor-made sales record keeping system which was realised by creating a related administrative system on the one hand, and an IT system on the other hand. Then the training of the organisation's staff concluded the development programme.
Our consultancy can be about both external relationships and
internal processes. We place special emphasis on strengthening the ability to
learn and on the individual activity of the staff.
In the interest of all this we carry out surveys in the fields of relationships within and outside the organisation connected to the state of corporate culture and relationship with the company. To solve the established problems that are agreed on, an action plan is developed and is realised in the form of projects. At the end of the process the achievements are jointly evaluated with our clients on the basis of the indicators agreed on at the beginning of the project.
Sales |
To achieve higher volumes and results that provide more coverage. |
Human Development |
To achieve better staff performance. |
Knowledge Management |
To use the knowledge available at the organisation more efficiently. |
Corporate Management System |
To achieve more competitive market presence. |
Organisational Development |
Organisation's more efficient participation in achieving the results. |
Corporate Developments, bottlenecks |
To more efficiently utilise the company's resources. |
We can quote our successes in strengthening belongingness, or structural and staff loyalty as examples. Our surveys establish the bottlenecks where changes are needed within the organisation. A programme is developed afterwards to implement the necessary changes and we try to be the driving force of these changes. If necessary, we can even provide tailor-made advice for the participants of the programme.