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The corporate culture is both the result and the basis for the cohesion and coexistence of its employees. It reflects the partly unwritten rules about how employees think, feel and act. A value-based corporate culture is significantly influenced by the behaviour of the manager. In addition to professional and personal skills, it is above all qualities such as credibility, communication skills and straightforwardness that shape the culture. Corporate culture is leadership work.

A corporate culture based on partnership and dialogue-oriented leadership promotes motivation and creativity as well as the identification of employees with their tasks and goals. The development of a corporate culture is not a project that ends with the formulation of a new mission statement. The culture of a company develops over years and is a "living" system. The corporate culture helps determine success and success in turn affects the culture of a company.

Our consultants, trainers and coaches have themselves been successful specialists and managers, have experience at all management levels and extensive know-how in the conception, support and implementation of projects for the development of culture and leadership.

A systematic and goal-oriented development of the corporate culture (change management project) is a central management task. Based on qualitative and quantitative analyses, an individual and tailor-made process of cultural development is created:


1. Analysis & diagnosis of the current culture

  • Cultural analysis (qualitative & quantitative)
  • Diagnostic Workshop/ Meeting


2. Development & conception of the target culture

  • Development & definition of the target culture (target image)
  • Development of concrete fields of action & measures
  • Prioritization & focusing of measures
  • Identification of the biggest levers & bottlenecks
  • Training and coaching of managers


3. Implementation of the target culture

  • Implementation of the measures
  • Communication of the change (reasons, goals & measures)
  • Key events (dialogue conferences & workshops)
  • Consulting, Training & Coaching
  • Integration into everyday life
  • create visible "lighthouses/successes


4. Controlling, monitoring and sustainable development

  • Controlling (target/actual) and readjustment if necessary
  • Installation of feedback loops
  • Development of a learning organization

A guiding principle of successful companies is still an integral part of the corporate culture: people are at the centre of attention, whether as employees or customers. Studies and reports on successful companies have unanimously shown a strong common goal and value orientation. Corporate cultures are characterised by a value framework that is characterised by courage, straightforwardness, openness, performance orientation and a sense of responsibility.

The following factors of a success-supporting corporate culture can be observed within the last few years and provide an orientation for sustainable successful corporate management:

  • Focus on core values and stringent implementation of strategies.
  • Professionalization and continuity of management.
  • Strengthened interaction between shareholders, supervisory board, management and employee representatives.
  • Backed by long-term owner interests.
  • Integration ability of people, brands and markets.
  • Integrity through consistency in the event of violations of fundamental values.
  • Use of crises as an opportunity for change.
  • Openness and freedom for innovation.

Corporate cultures have - depending on the industry, company size etc. - different characteristics. - have different characteristics and different influence on the success of a company. A classification of corporate cultures according to types serves to reduce complexity as well as an initial orientation. The respective corporate culture in practice must then be considered individually and developed tailor-made.


Types of corporate cultures that frequently occur in practice result from the fact that there are many companies that are strongly oriented towards the market and the customer, and those that are more self-absorbed and inward-looking. On the other hand, there are many companies in which values such as flexibility and spontaneity predominate, and those for whom order and stability are more important. If these two dimensions (internal versus external orientation and flexibility versus stability) are combined, then we obtain four basic types of corporate cultures:

  • Market culture: Characteristic is the emphasis on competitiveness and goal achievement. Internal processes are to a large extent controlled by market mechanisms. Productivity, performance orientation and the achievement of competitive advantages are central priorities. These companies are strongly outward-looking, but have a high efficiency orientation. Innovations will therefore tend to occur to a lesser extent.
  • Entrepreneurship culture ("entrepreneurial culture"): This is strongly outward-looking and emphasizes spontaneity, flexibility and dynamism. Innovation and growth are central strategic priorities. In this respect, this type of culture has the greatest capacity for innovation.
  • Clan culture: Characteristic are a sense of togetherness, loyalty, tradition and a family atmosphere. Strategic priorities are found in the development of human resources, employee commitment and moral principles. This internal orientation can lead to the fact that changing customer needs and market factors are not recognized so quickly.
  • Hierarchy culture: Clear rules are predominant, which lead to consistency, stability and smooth processes. Central characteristics are standardization and formalization. Above all, managers play the role of "administrators". Due to the strong internal orientation and low flexibility, changes are difficult to implement and often even considered disturbing.


Other possible types of corporate culture, depending on the characteristics or dimensions under consideration, are, for example, the analytical project culture or the process culture, as well as typical American, Japanese or successful Western companies.

A corporate culture is characterized by complexity and multilayeredness, which must be recognized in the context of projects for the development of culture and leadership. It can be divided into 3 levels:


Systems of symbols, artifacts (objectively observable: visible & tangible)

Visible organizational structures & processes, organization charts, workflows, architecture, clothing, office design, logo, rituals, ceremonies, stories, legends, anecdotes, documents, rules, language, manners etc.


Attitudes, values, norms, standards (publicly communicated)

Strategies, mission statements, goals, principles, philosophy (e.g. customer orientation, quality standards, appreciation of employees), behavioral guidelines, prohibitions, semi-conscious & latent orientation patterns etc.


Basic/ underlying assumptions (unspoken common assumptions: implicit, unconscious)

Unconscious, self-evident views, perceptions, thoughts & feelings (about the nature of reality and truth (reality & environment), of time and space, of human nature, human activity, interpersonal relationships, etc.)


For reasons of better legibility, the simultaneous use of gender-specific language forms is dispensed with.


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