Culture design

By analysing different cultural conceptions you identify with us optimisation potential in your company

We support you in asking the relevant questions and in finding the right answers:

To what extent is the strategy culturally engrained in your company?
How is your strategy reflected in day – to – day contacts?
In which way do different cultural perceptions and conceptions interfere in the performance of your company?
Which levers for performance increases can be identified?
How can the potential for optimisation be realised

Areas of use

Industrial firms (groups, business units, small and medium –sized enterprises)
Public administrations
Banks
Non profit organizations
Generally in case of mergers or in normal operations

Results

Analysis of actual cultural conceptions
Gap-analysis and its consequences reflected in a high performance organisation
Identification of levers for a performance increase

Design of the process organisation & business culture

Process-based redesign with culture workhop aimed at integration

Industry: Media

Annual turnover: Approx. 9 mCHF (concerned units) ; group (international) >350 mCHF

Challenges:

Two units with a need for close coordination are geographically split and differences regarding culture
Loss of cutting edge in product development and innovation
Unclear interfaces regarding different customer groups and logistics

Approach:

Short analysis of problems and recommendation for structure / organisation of ‘new company’
Clarification of roles and process-based redesign of the units concerned
Design of macro processes regarding daily business and innovation incl. interface to logistics
Culture process and workshop with all the members of staff for a successful integration

Duration:

3-4 months

Results:

Levers for increase in earnings identified, prioritised and initiated
Replacement of the previous functional organisation
Fusion of the units under a common direction
Responsibility regarding delivery and innovation processes defined
Transfer of staff from different sites to one common office

Contact: Thierry Lalive d'Epinay

Oliver Achermann Head of Corporate Center, Affichage Holding S.A.

With HPO foundation for a successful turnaround has been laid

«The starting position has been challenging: Two group companies in an identical market environment, too little sales force with correspondingly insufficient sales performance and a lukewarm product offering in combination with a clear lack of product innovation.
With HPO we took the right partner on board. The systematic and meticulous approach of the HPO Team combined with the straightforward and easy to follow 5-M model have been a great help in the achievement of our objectives. Furthermore, the HPO consultants’ insistence has played an important role in scrutinising our notions and mirroring them with reality. A demanding and instructive process for all people involved.
Besides issue-related topics, the development of a common optimal culture in cooperation with personnel involved considerably has added to acceptance of the merger.
Thanks to support by HPO, duplications in market activities have been resolved. The new organisation is lean, efficient and successful in the first instance. Last but not least, tools for the boost of permanent innovation have been created.»

Business culture in the course of merger

Awareness for culture change raised and measures initiated

Industry: Retail Banking

Balance sheets total: > 1 bCHF

Challanges:

Integration of two units with very different organisational cultures
Insecurity among employees due to implication of financial crisis
Strategy of profitable growth

Approach:

Frame-setting for freedom of action regarding necessary measures and initiatives
10 Culture workshops in all Swiss regions enabling dialogues (totalling 150+ workshop participants)
Deduction of fields for action and specific measures

Duration: 4 months