- ABN Amro
- Alte Leipziger – Hallesche
- Commerzbank Gruppe
- Dt. Apotheker- und Ärztebank
Large cap international corporates
- Fresenius/Fresenius Medical Care
- Lufthansa Group
- Simmons & Simmons
- ValueTrust Financial Advisors
Marketing + Communication
- Hering Schuppener
- Netzwerk P
Culture change in terms of the New Work concept at a DAX company (2014-2020)
changed principles of cooperation. Basis: newly defined leadership guidelines and development principles. Principle: different formats address respective facets, e.g. leadership workshops focusing on leadership in New Work (what is changing, how do I deal with the new situation, how do I apply our understanding of leadership? …).
Virtual department workshop in corona lockdown with about 30 participants in a major international enterprise (2020)
A planned and urgent departmental workshop had to be moved completely into the digital space on an ad hoc basis. Topics: many new members in the respective teams, alignment with the new corporate strategy, better cooperation across the groups. Service proaching: short-term conception and implementation of an all-day workshop using various virtual collaboration tools and formats. The workshop was evaluated by the group of participants and received the grade 8.5 out of 10.
Support for a company in the financial sector in implementing the equality plan as part of the sensitization for a new leadership culture. Focus: human resources development. (2020)
The concept developed by proaching includes customized and integrated workshop formats for different internal target groups. The focus of the concept: development of core messages with the management, further development of leadership style and approach towards a more gender sensitivity, personnel development and virtual leadership.
Accompanying the executives of a DAX company’s subdivision with the implementation of new leadership guidelines. Focus: modern understanding of leadership, agile working methods, more direct responsibility of employees (2014-2016)
The overall process was significantly influenced by the restructuring of the business unit carried out in parallel with the aim of a more customer-oriented and closer customer care logic. This resulted in farreaching structural changes at the management level, which posed great challenges for the managers. The personal consternation and uncertainty were enormous, as all managers had to apply for the newly created positions. Many felt “degraded” by the new structure or were no longer considered as managers. At the same time, the existing customer business had to be continued, a new management style had to be adopted and implemented, and the “old” team had to continue their work.
Development and implementation as well as continuous improvement of a resource- and competence-oriented management program for women in management positions: “Greatness from within” (since 2012)
A modular and intensive team coaching program lasting several months, exclusively designed by me. Goal: the participants further develop their attitude and personality as leaders and expand their individual leadership skills in an authentic, sustainable, and practical way.
Individualization for companies: based on the building blocks and findings of the program, I have already designed and implemented several in-house programs at various DAX-listed companies on the topic of women in management positions. The target group here included both experienced managers and high potentials. The programs included communication support and, in some cases, change management at the top management level.
If feasible, I work together with renowned, experienced partners from complementary areas of proaching. These include: training and coaching of different specialist fields, management consulting, HR consulting, financial and investment consulting, tax and legal consulting, national and international.