In this room, we clarify the intention of the company during the process of change. Participants articulate desires, ideas and targets. I observe processes and listen to involved parties with an open-minded attitude without formulating ready-made solutions.
In this next step, participants learn to see patterns of behavior and how to let go hindering structures and mindsets. This is the precondition for visualising and defining mandatory goals.
In the room of experiments, participants gain relevant background information and are trained in skills which help reach envisioned goals. Moreover, prototypes are developed and tested. Prototypes offer important opportunities for learning they reveal areas which may require amendments or further development.
As soon as participants have established a joint and proven set of new processes, products or skils, we enter the room of Implementation. Action plans are set up and implemented to realise the desired change.
Finally, we evaluate and reflect upon the results and accomplishments.
These formats are combined and customised with the help of the company. The duration of the process varies depending on goals and scope of the project.
Supply chains offer many opportunities for environmental and social optimisation. The Hypercycle „Co-Creating Sustainable Supply Chains“ addresses the question how supply chains can be transformed towards sustainability. We will deal with the following aspects intensively – together with representives of the whole supply chain:
How can we invite more mindfulness into daily working routines? How does mindfulness impact productivity, joy at work and our relationships with other colleagues? The Hypercycle „Mindfulness at Work“ thoroughly addresses the questions in order to increase the motivation and performance of employees.
Dismantling of hierarchies, agile management and increasing individual responsibility are keywords of New Work. Although, how can change in these areas be achieved and maintained on a long-term basis? What aspects are yet to be established and what barriers still need to be overcome? How are self-management structures implemented successfully?