Cultural development

Q: Why do cultural developments often fail?

These are common obstacles to cultural development:Lack of understanding: Even with an expensively developed vision and intensive communication, the message often remains unclear. There is a lack of early involvement in the process, relevance to everyday relevance and translation work. All too human – fears: Change is frightening. It goes hand in hand with loss, with uncertainty for ourselves; we have to reposition ourselves, we may have had bad experiences, and the outcome is uncertain. As it often sounds to the outside world: ‘We’ve always done it this way,’ ‘It’s working fine as it is,’ ‘It won’t make any difference anyway.’ Insufficient skills: Even if the will is there, changing behavior is difficult. The brain loves to save energy and seek quick rewards – but new habits take time and perseverance. Willpower is limited and diminishes over the course of the day – especially after stressful days. In addition, old behavior patterns are emotionally anchored (‘I sleep better when I’ve got it done’), while new patterns are mostly purely rational (‘I should work less’). No wonder change is difficult – but not impossible. Competing or corrupting values: What if the “new” somehow feels wrong? For example, personal striving for security and perfectionism can stand in the way of the desired agility and innovation. Incongruence between desired culture and everyday corporate life: innovation and synergies should be embraced, but mistakes are punished and individual achievements rewarded.

Q: Who is the target audience for cultural development with Trans-In?

These are the target groups of cultural development. Entrepreneurs, executives or board members who want to make their companies fit for the future.Management teams and decision-makers who seek guidance and clarity in change processes.HR managers who support cultural and leadership development or change processes.

Real change begins in the minds and hearts of your employees.

Let us explore new ways together to convince the mind and win hearts. We offer you cultural development that has an impact from the inside out and ensures lasting success.

Why is cultural development necessary?

Ask yourself the following questions:

What is our company here for?
What makes us unique?
Where do we want to be in 5 years’ time?
How do we want to get there – and how not?
What mindset and skills do our managers and employees need for a sustainable organization?

Do you have any spontaneous answers?

Then you have probably defined a clear corporate vision and your top values, and planned or already initiated a coordinated management development program.

Congratulations – you don't need a Trans-In

You are probably able to respond quickly and effectively to changes in the market. You probably have a cohesive management team and employees who are motivated, proactive and work together energetically towards a common goal.

Do you have more questions than answers?

Then your company’s vision and values may primarily exist on paper or may not yet have been finalized. Perhaps you have the answers, but implementation is proving difficult.

Welcome to Trans-In – Time for effective cultural development

Cultural change that is noticeable in everyday life, through taking responsibility, focusing on what can be influenced, clear and connecting communication, leaving the comfort zone, dealing with stress, working for each other and with each other instead of alongside or against each other.

Cultural transformation – Our offer

Mission statement and vision development for joint alignment
Sharpening values for clear dos and don’ts in everyday life
Identifying and systematically strengthening potential in cooperation
Impulses for a contemporary understanding of leadership
Targeted development of leadership skills with a focus on personal responsibility, communication and empowerment
Change processes that are participatory, profound and long-term

Possible occasions for cultural development

Strategic realignment

Business models, markets and structures are changing.

New leadership

Values, cooperation or leadership are to be updated.

Growth & Scaling

Companies grow and need a suitable structure and culture.

Increase in efficiency

Decision-making processes, procedures and cooperation are to be improved.

Change Management

Mergers, reorganisations or technological changes are imminent.

Conflicts & Blockages

Tensions between teams, management levels or departments hinder cooperation and progress. You may also be interested in: Team development.

The process of cultural development with Trans-In

We always tailor the content, scope and schedule to your company profile and your needs.

Joint assessment – Where do we stand?

Assessment of the current situation – current strengths, weaknesses and challenges – through semi-structured interviews with key individuals, use of focus groups and scientifically based instruments (e.g. surveys).

Determine procedures and areas of action – What is required?

Initial derivation of areas of action and development potential. Joint development of objectives, definition of milestones and setting up of the process. Tailored precisely to your needs and agile in its execution – always aligned with current issues, both internal and external.

Removing potential obstacles – What stands in the way?

Targeted resolution of potential legacy issues or future obstacles, such as hidden or open conflicts between parties or committees.

Developing a clear direction with traction – Where do we want to go and how?

Joint development of a mobilising vision with a selected group or the entire management team in a 1.5-day workshop. Sharpening corporate values and translating them into concrete behaviours in everyday life.

Enabling profound change – How do we implement our goals in everyday life?

Crisp impulses and profound development for a future-oriented mindset and relevant skills in workshop, coaching and short input formats (on-site & online) with selected target groups. Recognition of initial successes. Individual development potential can be unlocked through accompanying executive coaching.

Anchoring change for the long term – How do we ensure sustainability?

Training selected internal multipliers to take new employees on board in a self-directed manner. This enables long-term cultural change to be maintained and developed independently.

Take the first step now – take control of your company's future.

We look forward to discussing your needs and exploring how we can best support you. For visible and successful change.

Holistic approach as a success factor – How do we ensure structural alignment?

Successful companies have and develop their corporate culture in close alignment with their corporate strategy, goals and processes. We orchestrate your cultural transformation programme in line with your strategic orientation – often in cooperation with relevant key personnel, human resources and other external partners such as strategy consultancies. The graphic shows how the three success factors of factual logic, psychology and orientation-giving vision interact.

The added value of cultural development with Trans-In

Our cultural development contributes to these results.

A clear, emotional and meaningful vision
Meaningful corporate values with concrete behavioral guidelines
Shared, success-oriented mindset
Supportive thought and behavior patterns
Practical, well-founded tools for everyday life
More personal responsibility, more effective and cohesive communication, more focus on what can be influenced, more efficient use of resources, managers pulling together
Increased economic activity and thinking
Bessere Resultate und gesteigerte Profitabilität

«The four Trans-In coaches consistently and successfully supported the finance department over a period of almost three years. We started with a dysfunctional management team, transformed the divisive forces and grew together into a trusting team.
However, this transformation process was also painful: we became aware of unpleasant habits that needed to be changed. This was essential for success. The transformative work bore fruit right down to the grassroots level; the facilitators involved the employees substantially in our cultural work, and the feedback was overwhelming. Today, we are able to focus on the essentials and process disagreements. Thanks to this work, the department has become more effective and trusting.
Trans-In is characterised by its practical approach and provides everyday gymnastics equipment that is always scientifically sound.»

«Thanks to its strong presence, clarity and empathy, Trans-In creates a climate of mutual respect and trust. This has transformed the initial scepticism in our management team into openness and solidarity. The transformation process has made us aware of our wealth and united us in a common direction. From this position of clarity, openness and strength, we were able to tackle the major challenges ahead together. Trans-In carefully discusses workshop concepts in advance, prepares thoroughly and has the flexibility and experience to respond to current issues that arise during the workshop. Trans-In puts people at the centre and knows how to make a difference.»

Eine Auswahl unserer Kunden & Kooperationen

Frequently asked questions

Frequently asked questions about cultural development

Why does a company need a vision and values?

A clear vision provides guidance and a common direction – it answers the question of where your company wants to go. Values are the guard rails along the way – they determine which attitudes and behaviors you promote in everyday life and which you do not.

Both are core elements of corporate culture: how people think, argue, decide, act and interact with each other in everyday life. Every company, every department, every team has a culture. The question is to what extent it corresponds to the desired behavior or to what extent the vision has become obsolete and been forgotten in everyday life.

One of the main goals of cultural development is to consciously shape corporate culture – as a catalyst for your corporate strategy and long-term success.

Why do cultural developments often fail?

These are common obstacles to cultural development:

Lack of understanding: Even with an expensively developed vision and intensive communication, the message often remains unclear. There is a lack of early involvement in the process, relevance to everyday relevance and translation work.

All too human – fears: Change is frightening. It goes hand in hand with loss, with uncertainty for ourselves; we have to reposition ourselves, we may have had bad experiences, and the outcome is uncertain. As it often sounds to the outside world: ‘We’ve always done it this way,’ ‘It’s working fine as it is,’ ‘It won’t make any difference anyway.’

Insufficient skills: Even if the will is there, changing behavior is difficult. The brain loves to save energy and seek quick rewards – but new habits take time and perseverance. Willpower is limited and diminishes over the course of the day – especially after stressful days. In addition, old behavior patterns are emotionally anchored (‘I sleep better when I’ve got it done’), while new patterns are mostly purely rational (‘I should work less’). No wonder change is difficult – but not impossible.

Competing or corrupting values: What if the “new” somehow feels wrong? For example, personal striving for security and perfectionism can stand in the way of the desired agility and innovation.

Incongruence between desired culture and everyday corporate life: innovation and synergies should be embraced, but mistakes are punished and individual achievements rewarded.

Who is the target audience for cultural development with Trans-In?

These are the target groups of cultural development.

Entrepreneurs, executives or board members who want to make their companies fit for the future.
Management teams and decision-makers who seek guidance and clarity in change processes.
HR managers who support cultural and leadership development or change processes.

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