MISSION & PURPOSE

Point of departure

For us, this journey began at the origin of the longing for more humane working cultures.

The emerging trend towards the de-hierarchization of work systems was already reflected in relevant publications and various initiatives after the Second World War:

Burgeoning new leadership theories in the 60s,
semi-autonomous working groups in the 70s,
quality and workshop circles in the 80s,
self-managing group work in the 90s, through to the current
to the current agility movement

are examples of this mega-trend.

The psychological insights that became established initially flowed into the world of work via management training and coaching. The aim was to reduce the authoritarian management style that was so prevalent at the time.

Managers learned to respond to employees, involve them in all key processes and generate commitment and satisfaction.

The psychological discipline initially remained in a confined space. Its potential contribution to increasing the performance of an organization was not seen or not considered possible.

And that is the challenge of the future. It is about synchronizing the personality of the individual, the culture and business management to achieve higher performance in our work areas.

 

Wildenmann positioning in this context

Our range of services covers the entire value chain in the field of management and leadership:

Assessment and talent management,
Professionalization of executives,
Analysis and design of performance-oriented work cultures,
strategy-oriented design of individual functions such as sales, marketing, purchasing, etc.

This in training, coaching and interim management settings.

We need these broad competencies for our strategic positioning.

Until now, the disciplines of psychology and business administration have tended to operate in parallel in management. Looking at these two factors in isolation does not necessarily lead to synchronization; synchronization must be established: Through a logical deduction of how a change in behavior clearly affects the improvement of the situation.

To date, psychology has tended to adopt a “healing” approach and maintain a certain distance from the idea of performance. Business administration views people ceteris paribus as “homo oeconomicus”.

The psychological findings stood alongside business management, alongside culture, and were not directly and consciously linked. But only the systematic linkage brings the effect. With a clear view of the impact of psychological factors.

We synchronize both disciplines by consistently linking human behavior directly with the technical and business necessities of improvement.

Every manager leaves a footprint in their own area. This footprint arises from the strengths and weaknesses, from the inclinations and from the inner attitude of the people. This footprint is reflected 1:1 in the problems and advantages of a work area.

We can therefore draw starting points for improving the performance of our work areas from the utilization of strengths and the improvement or compensation of weaknesses.

Most of the problems at the end of the value chain were management problems at the beginning of the value chain.

Admittedly, this linkage is not easy to accomplish. We have developed the methodological framework and the necessary analytical tools for this. In our Leadership Circle Plus system, behavioral feedback is systematically coupled with performance feedback.

In order to ensure this marriage of psychological insights, cultural factors and business management, we have developed the Courageous Action. Courageous Action is a highly prioritized starting point for significantly improving the efficiency of your own area. It combines the personality footprint with the effectiveness of the area and thus with business management.

With the Courageous Action, we remove the leveraged, interlinked and significant factors from the fields of work and, by solving them, achieve an increase in the performance and efficiency of a division or company.

The same applies to the culture of a company. The values of an organization, the perceptions of the individual members regarding the functions, and the behavioural patterns have an immense influence on the behaviour of the people in a company.

All synchronized with the company’s strategy.

The difference we make in our approach and consulting style is the systematic nature of our methodology and the consistency of our approach.

Wildenmann Consulting was founded in 1986, Wildenmann Tools & Services followed in 1996.

Long before topics such as the interaction between successful leadership and personality or executive coaching achieved their current prominence, we researched them intensively and incorporated them into our development programs. Groundbreaking at the time was the strong focus on people’s personalities as a crucial factor for professional success. Generating agility in behavior and inner attitude, achieving commitment beyond the normal, generating developments in personality via coaching was the focus of our consulting and training work from the very beginning. We have always focused on the impact of these factors on the economic success of a company.

Due to a growing interest from Switzerland, Wildenmann Consulting AG Switzerland was founded in 2008 and is located in Aargau.

Today, the Wildenmann Group is a management consultancy specializing in human resources and organizational development, with its headquarters in Ettlingen near Karlsruhe and its subsidiary in Switzerland.

Our focus is still on management development, whereby the individual with his or her personality and inner attitude is at the center of our consideration. For this purpose, we offer a wide range of services, which can be extended by company-specific holistic programs and business coaching.

Furthermore, we have added performance development in organizations and companies to our portfolio. We support our national and international clients through programs for the development of corporate vision, strategy and corporate culture or for increasing employee retention.

We assume that the biggest developments for the current reality and future development of companies in customer centricity and productivity are shaped by people.

In this respect, we consider all our measures from the point of view that not only the consulting services but also the training services produce a measurable return on investment (ROI).