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A globally active NGO faces the challenge of developing a corporate strategy in a turbulent environment characterized by many unknowns. The goal is to increase the impact of the programs on the ground and to ensure the organization’s long-term viability.
In a multidisciplinary team, the organization develops a set of scenarios with the support of ImpactLinx. These are different but equally plausible versions of the environment in which the organisation will probably have to operate in the future.
Based on these scenarios, management addresses the big, open questions about the future direction of the organization. The opportunities and challenges that emerge in the various future worlds encourage the management to rethink its current strategic direction, and new ideas emerge. Before the management committees make decisions, the strategic options are tested against the background of the various scenarios and examined for their “future suitability”.
This process enables the organization to develop a sound and innovative strategy while at the same time increasing the entrepreneurial resilience of the organization.
In a humanitarian organisation there is constant tension between the different departments. The functional units block each other, a pronounced silo culture prevents cooperation across team boundaries. Employees are dissatisfied, reforms are hardly possible.
The Board of Directors mandates ImpactLinx to conduct an organizational analysis and to develop possible reform proposals. Using the Appreciative Inquiry method, the qualities of the existing organisation are worked out in individual and group discussions and opportunities for further development are identified.
The management discusses the results of the analysis in detail and conducts a prototyping workshop at the suggestion of ImpactLinx: In rapid development cycles, employees from all departments work out models and suggestions on how structures, processes and regulations could be adapted to make the organisation more collaborative and effective.
The goals and success indicators previously defined by the management are used to evaluate the proposals and to improve them step by step.
At the end of this process, the organization has a set of measures at its disposal that will achieve the desired optimization goals, precisely because they have been developed – and are supported – by the employees concerned.
An organisation with 130 employees and locations in Europe, Africa and Latin America loses almost its entire management team within a few weeks, and financial survival is uncertain in the face of a million-dollar deficit.
ImpactLinx provides the organization with a crisis manager. As interim Managing Director, he rebuilds the management team within 12 months and initiates far-reaching organisational reforms. The reduction of jobs proves to be unavoidable in order to eliminate the deficit. Nevertheless, he succeeds in creating a positive dynamic within the team, deepening interdepartmental cooperation and implementing innovations.
In the end, the organization not only has a new management team, but also a leaner organizational structure and a completely revised strategy. And a motivated team that supports and develops the organization.
A conflict between two work colleagues leads to the fact that cooperation is no longer possible. Even their teams get into trouble over and over again because of the conflict.
ImpactLinx conducts a mediation with the two work colleagues at the suggestion of the supervisor. Both agree to reflect on possible ways out of the situation, first in one-on-one discussions with the mediator and then in a direct, moderated discussion with a third party.
At the end of the session, the two work colleagues agree on a number of small but important measures that will enable them to leave the conflict behind and gradually normalise their working relationship. Their respective teams will also be involved.
The offer to meet again with the mediator after a few weeks and to review the agreed measures is not taken up – the two colleagues are satisfied, they are in discussion with each other and can resolve disputed issues themselves again.