141212 brochure ld for hp

The change factory

at a glance.

140627 CF LD Overview Programm 3

The change factory is a partner-driven company for “Leading the People Side of Change“.

We are focused primarily on two value-added client needs:

The effectiveness and sustainability of change

Increase the ability and effectiveness of managers and employees for the future.

We have two principal business areas:

Leadership Development: for all levels, strategically focused, effective over the long-term

Change Management Consulting: From Kick-off to change “architecture”, to mobilizing employees, communications planning and follow-through, to qualification.

Our capabilities are a product of the collective skills and experiences of our team of approximately 30 international colleagues.

We offer pragmatic solutions, and we accompany the projects through the successful completion of the implementation.

Our headquarter is in Munich, but our work for our clients takes us all over the world: For companies both large and small, within all industries.

For every project, we use a wide combination of methodologies to combine the right hard factors (business-driven elements and metrics) with the right soft factors (psychological, political, social).

The change factory at a glance

We as company “Leading the People Side of Change”



Our main business areas

These two business areas, we have placed our focus on ...

Change Management

Consulting

Leadership

Development

... in addition, we also master the classic tools.

Coaching Consulting Facilitation Training



Our trainer have the key competences to work with your people

Professionalism through many years of training experience

Enthusiasm, even when working with skeptical people

Excellent teaching & coaching skills

On eye level with senior participants

Personal leadership experience

Knowhow to get people out of their comfort zone

Sound facilitation blended with high empathy

Intercultural experience



change factory leadership development is like a Swiss Knife

multi language

intercultural

team and

individual

coachings

from 1 day to multi-module

leadership development

programs

state-of-the-art

methodology/

formats

horizontal &

vertical

development

Simple, yet effective

Multipurpose

No unnecessary "bells & whistles"

Providing state-of-the-art "tools”

for agile leadership

Practical and "ready to use"

Proven usefulness over

many years



Some project examples of our work.

Program Customer Timeline Structure

Number of

implementations

Development and implementation of a

management development program for young

and experienced managers in shop-floor and

administration functions

Energy

Dax 30

since 2005

3 Modulesà 2 Days

More than150 groups

Design and development of an international

learn-to-lead program for young leadership

talents.

Consumer goods

Dax 30

since 2005

3 Modulesà 5 Days

More than10 groups

Development and implementation of an

international leadership program for project

managers

International

management

consultancy 1st tier

since 2004

Basic & Advanced

More than30 groups

Development of an excellence program and

training of the entire second level of

management

Intern.

Telecommunication

1st tier

2003 -2004

3 Modulesà 2-3 Days

More than4 groups

Design and implementation of an executive

development program for middle management

and young leadership potentials

High Tech

1st tier

since 2010

2 Modulesà 3 Days

More than15 groups

Design and implementation of a winter school

for the topics of strategy, processes, and

change for the second level of management

Service Provider

MDax

since 2010

1 Moduleà 4 Days

4 groups

Examples

Our understanding of

leadership development.


Interact with more and different people and cultures

Have different roles

Solve more complex issues

Learn constantly

Develop people

Increase your scope

Lead change

Handle polarities and dilemmas

Work with ambiguity

Flexibly adapt to new situations

Etc.

Our understanding of leadership development

Leaders in our times face new challenges . . .

Handling complexity is key, but leaders feel not really well prepared



Therefore, leadership development has to become different

20th-century leadership development

course-driven

21st-century leadership development

outcome-driven

1. Learning in artificial groups (classes) plus Learning in real work groups

2. "Time-out" apart from work flow plus Infusing learning within work flow

3. Time-limited plus Time-elastic

4. Indirect learner accountability plus Direct learner accountability

5. Informational/technical plus Transformational/adaptive

6. Seeking transfer of learning plus Starting at transfer

7. Serving team leaders plus Co-teaching with team leaders

8. Tight boundary between learning personnel and

line personnelplus Loose boundaries/adjunct faculty

9. Loose connections to overall corporate strategy plus Tight connections to strategy

10. In prep for an initiative plus In support during an initiative

Source: Robert Kegan: "Immunity to change"



It has to cover a variety of topics

Leading

myselfLeading

others

Leading

the business

Mindfulness

My values/attitudes/assumptions

Intercultural Management

Trust building

Personality types

Ego development

Team dynamics

Personal vision

Change

Manage-

ment

Motivation

Conflict management

"Big rocks"

life priorities

Leadership styles

Diversity

Goal setting and agreement

Communicating effectively

Thinking

Doing

Innovation

Leadership: role and tools

Leadership principles

Strategic ManagementPHQ

PTM

Value Creation

Thinking in process

chains

Giving Feedback

Virtual Leading

Corporate culture & values

Competency

clusters

Social

Competencies

Being Entrepreneurial



Most of all, it has to act on two distinctive learning levels

Add more …

Knowledge

Skills

Know-how

Techniques

Methods

Models

Tools

Facts & figures

. . . is like adding new data

and applications to your PC

Gaining flexibility / agility

More empathy / compassion

“Zooming ability" to gain broader view and then

focus for action

Integrating different perspectives

Holding multiple views

Complexity handling

Handling ambiguity

Integrating hard and soft facts

“Both…and" attitude instead of "either…or"

Moving more things from subject to object

. . . is like upgrading your "operating system"

Informational learning

Transformational learning

Our approach.


Our approach

We tailor programs for your specific situation

Draft concept

Target Group Attributes Stakeholder ExpectationsStrategic Challenges &

Competency Model

Required Content Expected Change Methods & Formats


Our approach

The program and its modules as a draft concept

Example


Our approach

We utilize the whole range of learning methods & formats T

rain

ing

Me

tho

ds

Co

ns

tan

t

Ele

me

nts

Bas

is

Teamwork Input Self-studyVideo

analysisReflexion

Peer & trainer

feedback

Basic didactical cycle

Practical experienceChallenge After action review

InputReflexion/transfer Feedback

Trainees Top Leadership Level Middle Management Top Management

Learning

projects

Role

plays

Group

coachingExercises

Individual

coachingAction

learning

Case

studies

GamesCreative

events

Simulations

Context

change

Systemicconstellations

eLearning

Peer

coaching


Our approach

We combine both classic and modern learning methods

Input: e.g., via speech/presentation/impulse statements by a trainer or possibly also by participants, by video,

pre-reading, etc.

Group work: The participants work together in small groups to consider key questions or to address case

studies. In so doing, they are confronted with each others‘ differing perspectives and argumentation, and learn

both the value of these and how to benefit from them.

Learning projects: With these experiential learning exercises, participants receive a work or project task which

must be solved together. The participants are typically assigned different roles to play. Depending on the task,

the focus will be on identifying and strengthening different types of abilities: Social competence, leadership skills,

communication, etc.

Gamification: Through targeted gamification approaches, learning happens in a fun and playful manner. People

forget they are getting “trained”; content is typically anchored long-term and sustainably through the positive

emotional experience.

Real Life Simulation: A typical experience from everyday (work) life is simulated. Frequently on the basis of real

case studies or scenarios brought by the colleagues themselves, the participants assume different roles (possibly

also with real actors), make decisions and consider options for how to proceed. As the cases are real, the

consideration and reflection on implications and effects are correspondingly serious and valuable.

Peer consulting / reflection: In peer consulting, one of the participants presents his or her own “case” or

problem, for which they would like to receive input, to their colleagues. The participants advise their colleagues

through development of hypotheses (“Could it be that…?") and suggest possible solutions.

Coaching-oriented measures: In order to be able to transfer learning to one’s own work context, certain difficult

situations can be discussed and/or simulated. (e.g., as a visualization of the “inner team” , “Act Storming“, or as

a “systemic constallation”) colleagues give each other suggestions for possible alternatives on how to deal

differently in the future. (“Feed forward Coaching”)

Feedback: Different feedback forms (speed feedback, group feedback, trainer feedback directly after the

exercises) provide participants with personalized input in order to prompt change in both their attitudes and

behavior.


Our approach

We build in the program specific transfer methods

Possiblemeasures

Phasebefore module/program in module after module/program long term

Self Assessment or

360˚-feedback and

development dialogue

for each participant:

defining individual

learning goals

Preliminary reading and

online survey per

module for collection of

concrete expectations

Identification of

Business Projects as

ongoing work between

the modules

Create first knowledge

with e-Learning

components

„Toolbox“ with most

important contents and

compact picture

protocols of the

modules

Small learning groups:

in addition to normal

training group: for peer

group exchange and

feed forward coaching

Individual transfer plans

based on guided

reflection

Applying knowledge on

live cases

Integrating real people

for simulations and role

plays

Logbook guided

personal reflection

Review talk with

supervisor

E-mail / letter reminders

for individual transfer

plans

On demand individual

feedback by the trainers

Peer-to-peer learning

partnerships

Establishing action

learning formats for

business project work

Deepen or refresh

knowledge with e-

Learning components

Exchange of transfer

experience with peers

and trainers via virtual

classroom settings

Evaluation of transfer

as in Development

Dialogue

Mentoring sessions

International transfer

day (“Leadership Day)

with all program alumni

of a year


Our approach

We design a blended learning scenario

Source: reflact AG

Example


Our approach

We collaborate intensively with our client along a lean design process

Program

Steering

Program

Logistics

Concept

1

Kickoff Roles & interfaces Project plan QA Gates Stakeholder

participation

Design ProgramManagement Time line of runs Invitation process

for participants

5

Production Material

Program Management

Draft Concept Set learning goals Define structure

Identify reusable know-how

Transfer mechanism

Alignment with other programs

Design modules Design content slots, incl.

methods & formats Create pre-work & transfer

elements Build Trainer Guidelines &

Participant Toolbox Design Blended Learning

elements

6

Tests Run Test & adjust

concept Design further

evaluation measures3

4

7

Train-the-Trainer For internals and

externals8

2

Run Pilot

Example

QA Gates

141212 brochure ld for hp

Leadership & Management

change factorydecember

change factoryat

cf ld overview programmnr

angebot leadership development

management development

principal business areas

effectiveness of managers

partnerdriven company