Ringertz hits the right nerve with us: Even in our strategy processes, in which the topic of "values" is of great importance, we always come to the point: "How are the values ​​that are essential for the new strategic direction undergoes a strong implementation, alive in the company? "

Clearly: Defining values ​​and then spreading them in glossy brochures or great change communication is not enough!

We make the control through the values ​​concrete: in our workshops with customers we ask the question: "How do you translate this special value (= e.g." trust ") into very concrete behavior in your department / business area? ... or "in very specific / different decision-making powers?"

This is how the concrete translation of "distant" values ​​takes place in "close behavior"!