For each business unit, we held the following events several times in groups of 15 participants:

Joint design phase in the business unit:

• Virtual Kick-Offs à 90 min: Getting to know each other, netiquette. Approach, goal and framework of the measure. Cultural change needs reflection. Leadership culture – what is it. Storytelling on change. Individual transfer task.
• Face-to-face workshops of 2 days each: introduction, goal, rules of the game. Reflection on the transfer task in the form of storytelling about leadership and change. Connection of vision, strategy, leadership, values. Transformational leadership. Development of a leadership compass. Evaluation of the dimensions of the compass. Selection of two delegates for the next process step.

From the different groups delegates came together in the third step in the delegates’ conference,90 min, 2 participants from each face-to-face workshop (Getting to know each other, goal, role. Success factors for change. Consolidation of the compasses of the workshops to a BU compass. Evaluation of the dimensions and presentation at the BU Head.)

Implementation phase in the business unit

• Implementation kick-offs, 60 min à 30 participants. Introduction, goal, presentation of the final leadership compass. Q&A for understanding, wording. Elaboration of necessary activities and roles. Evaluation and prioritization.
• Online survey, 15 min, to all business unit managers.Evaluate the fulfillment of the leadership culture dimensions today. Setting priorities – what do we tackle first. Definition of two specific activities. Own commitment in this change.
• Consolidation of the survey results and presentation to the BU Head.
• Town Hall, 90 min, All business unit executives involved and BU Head. Review, goal of Townhall, roles. Success factors for change. Presentation of the results of the survey. Presentation of the action plan and responsibilities.

We developed the concept in close cooperation with the person responsible for personnel development in the division and, after approval, then organized and implemented it individually with the business units. Close feedback loops with the respective BU heads and BU HRs were a matter of course and ensured a concerted process.

The entire documentation and digitization of documents, as well as the overall organization and scheduling, etc., was also handled by CONTUR. The management compasses of the business units are different and reflect the wording used in the BU. They have intentionally not been consolidated further in order not to shake the identification with the own elaborations.