Reorganization of the complete management levels in a globally operating company

An IT company with a thousand employees worldwide wanted to reorganize its personnel at all management levels after being founded by a university. Duration 2.5 years.

Following top management's commitment to the changes, all three levels were realigned and tasks redistributed. Responsibility was distributed downwards according to competence so that the first two levels have more time for strategic and ambidextrous leadership. Empowerment discussions were held with each employee based on the model used at Microsoft (growth & fixed mindset). Facilitators were trained internally to carry out team development with all teams, among other things.

With the Local Cultural Change Teams (LKW), the Otto Group has good experience in mobilizing the teams as carriers of the cultural process. In addition to leadership training, learning buddy groups were also implemented, in which managers met every 6 weeks to reflect on their leadership work in the cultural change.