Cases of Impact: Public and Social Sector, Development Cooperation
- A national provider of development cooperation services defines strategies to build position in newly defined business areas, building a deeper, interlinked service portfolio. Under the guidance of a team of division heads, seven rapid result projects actuate the strategies and attain breakthroughs. ➔ New position and visibility in target markets plus a new management process for strategy formation and realization become effective within nine months.
- The product development unit of a development cooperation services provider sharpens its portfolio of professional services and enhances the effectiveness for their internal partners. ➔ Service impact and partner satisfaction increased.
- The product development unit of an international cooperation service provider realigns sales activities towards a closer collaboration with internal and external stakeholders. The solutions are created with a few workshops for a dedicated team. ➔ Clear process responsibilities are created and new performance measures take effect.
- The Ministry of Economy of the Republic of Bulgaria fundamentally redefines the process of EU support for developing enterprises. A process team tackles the challenge of "funding success“, aiming at tangible results according to EU regulations. Within six months, the process is operational. ➔ The EU development scheme begins to function.
- A companywide survey of a large professional service provider shows significant weaknesses in the management process of one department. Task force teams specify the data for the business unit and develop hypotheses about the causal organizational mechanisms. The management team, together with the task forces, validates the hypotheses and then agrees on measures to overcome the weaknesses. ➔ Measures to improve leadership and business processes, based on the acceptance by leadership and co-workers, are implemented with success.
- A high-performance institution of performing art sees itself blocked by conflict-prone working relations and unaddressed issues of artistic self-conception. With a process involving most of the members, a structured dialogue begins on different interests in direction and differences of communication styles. Clarifications are worked out and members join together on a path towards new solutions. ➔ The dialogue between individuals and roles is revitalized and leadership functions regain the power of orientation and action. Steps towards a joint artistic development have been made.
- The new president of a road traffic authorityrealigns the leadership culture. He initiates a process of organizational development, ranging from the discussion of leadership values and strategic challenges to organizing the collaboration of different technical functions and levels of hierarchy, including a peer-learning process in all regional operational units. ➔ The institutional culture has changed, performance is on the rise in the face of the changing demands of the political environment.
- A large city NGO institution for education, culture and social services wants to review and develop the leadership and governance orientation and structure. All senior levels of all functions are asked for feedback, ideas about future requirements and suggestions. The results are consolidated into a report on institutional options for goals and courses of development. Based on this, the top team restructures functions and top-level responsibilities and starts to trigger action. ➔ Focus projects implement the plans, division and function heads stay coordinated through these projects and shape a corporate-wide leadership practice.
- A state ministry, facing a situation of escalating conflict between departments and hierarchy levels, the leadership installs a conflict management process. Using an action research type of approach, participants compile perspectives and perceptions, dealing with emotionalizing issues in a workshop with all parties. Participants crystallize the tasks to follow up the conflict reflection, evaluate options for organizational structure and for differentiation of roles of key officials. ➔ A new model for the functions of supervising the state's schools system is agreed on, the dialogue of leadership levels becomes institutionalized, functional roles are renewed and urgent tasks are effectively addressed.
