Change through connection.

Conflict resolution in a Scrum-Team

A highly qualified Scrum team at an IT company was on the verge of failure. Tensions between the Scrum Master and a team member escalated, increasingly paralyzing collaboration. Unspoken expectations, different communication styles, and unclear responsibilities led to mistrust and blockages.

My approach: In a mix of one-on-one conversations and facilitated team workshops, we shed light on the root causes of the conflict and created a safe space for open communication. Targeted exercises on psychological safety, feedback methods, and conflict facilitation helped break down mutual misunderstandings. Together, the team developed new agreements for their collaboration, clear role expectations, and an appreciative feedback culture.

The result: Not only were the conflicts resolved, they also served as a basis for strengthening team dynamics. Trust and clarity returned, and the Scrum team was once again working efficiently and with motivation toward common goals—with significantly improved communication and conflict management skills.

Strategy shift in an international context

An international company was faced with the challenge of implementing a new, forward-looking strategy worldwide. The change required not only new processes, but also a fundamental shift in the organization's self-image. While the corporate headquarters clearly communicated the new strategy, many locations clung to familiar structures. The change was met with resistance, and teams felt anxious and left behind.

My approach: First, we analyzed the cultural and structural differences between the individual locations and identified the causes of the blockages. In local workshops, we created platforms for dialogue to address fears and concerns. At the same time, we developed a clear, unifying narrative for the new strategy that took into account both global aspirations and local realities. Through targeted change management measures, participatory formats, and leadership training, we supported the teams in internalizing the new self-image and actively shaping it.

The result: The new strategy was integrated into the corporate culture step by step. The organizational units worldwide felt heard and involved. Initial resistance turned into active participation, and the strategy change led to a global orientation that still left room for local identity.

Leadership-Training In-house

A medium-sized mechanical engineering company wanted to prepare its managers for the challenges of an increasingly complex working environment. The existing management structures had reached their limits, and many managers felt uncertain about how to deal with change, team dynamics, and self-leadership. The goal was to offer sustainable and practical training that would teach the core competencies of modern leadership.

My approach: Together with the executive management and the participants, I developed the “Leadership Essentials” program as a customized in-house training course. In three modules – self-management, team leadership, and organizational transformation – managers learned how to lead themselves better, manage teams effectively, and actively shape change processes. The training combined input on modern leadership models such as PERMA-Lead, practical exercises, reflection sessions, and peer-to-peer exchange. A special focus was placed on radical responsibility and genuine listening as the basis for successful leadership.

The result: Managers were able to noticeably improve their personal leadership skills and gained practical tools for everyday leadership. Teams worked more efficiently and with greater motivation, and the organization benefited from a new leadership dynamic that strengthened clarity, resilience, and willingness to change. The training was integrated as a permanent component of the company's management development program.

Cultural transformation in a small and medium-sized enterprise

A traditional manufacturing company was facing a decisive phase: market requirements had changed, and digitalization and agile working methods were becoming increasingly necessary. However, the existing structures were rigid, hierarchies dominated everyday life, and innovation was slow to progress. The goal was to develop a culture that promotes agile working, personal responsibility, and cross-functional collaboration.

My approach: In a first step, we conducted a comprehensive analysis of the existing structures and culture. In workshops with employees at all levels, needs, fears, and desires for change were openly discussed. Together, we developed a new cultural mission statement that emphasized values such as transparency, trust, and cooperation. Through regular dialogue formats, executive coaching, and concrete pilot projects to introduce agile methods, the change was made tangible step by step.

The result: After one year, a noticeable change in the corporate culture was evident. Employees took on more responsibility, teams worked across departments, and managers acted as supporters and trailblazers. The new culture led to more innovation, more efficient processes, and greater satisfaction within the company. Change was no longer perceived as a threat, but as an opportunity to grow together.