Before

Individuals and teams work in silos. There are always tensions.

After

Individuals and teams work effectively and in harmony towards common goals.

There are many tasks nobody feels responsible for.

There is a common understanding of activities and individual contributions.

The daily effort for clarifying one's own tasks, the form of the collaboration as well as for maintaining relationships requires a lot of time and dedication.

There is a common understanding of activities and individual contributions.

Collaboration is focused and the number of dispensable inquiries and unprofitable agreements drops significantly.

There is competition and cold conflicts between individuals and teams within the organisation. Employees work against each other.

Individuals and teams focus on their roles and core competencies and work together on the success of the whole.

Changes are cumbersome. Most initiatives are neglected therefore unsuccessful. 'Comprehensive' restructurings take place frequently. The damage is greater than the results.

A continuous development of the organisation is immanent. As soon as the customers’ demand for services changes, collaboration is adjusted immediately and at low threshold. Large reorganisations are carried out in small steps.

There are multiple individual attitudes and ways of thinking that collide daily.

There is a primary, collaborative mindset and commitment in dealing with one another.

In day-to-day business operations, there is no time for debate and shaping the future pro-actively.

Future potentials are recognised early on and used systematically by involving the relevant actors in due time.