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  • A vital deliverable:Permanent behaviour change, for distinctive performance improvement. We are best at the blendof the individual, team and corporate dimensions, deploying the integrated anddistinctcrafts of training, coaching and consulting.
  • Everything starts and ends with people. Organizations are contributing communities of people, not merely vehicles for making money. People who are working together to improve their own life and the lives of the ones they feel responsible for, including family, colleagues, clients, suppliers or shareholders.The task of management is not, primarily, to improve figures, products, systems or processes.Management is about helping people succeed.
  • Our core purpose summarizes our dream. It is the description of our best imaginable contribution based on our shared passion andbeliefs:  “Bringing out … Facilitating the awareness and application …… the best … of the unique talents …… in … available to …people.” organisations, teams, individuals.To capture the essence of Krauthammer in just a few words, here’s our strap line:Living performance.Krauthammer is about organic, emotional, ‘alive and kicking’ people-stuff’ AND about hard-nosed, compelling and sustainable results. We combine the desire for measurable gain of the entrepreneur with the passion for superb interaction of the coach. 
  • With our belief in mind, our guiding principle is that given the right conditions and attitude, people are capable of significant personal growth.
  • You will find in our DNA:A sound pragmatism via KISS tools and concepts – We will gladly set and take the ‘so what?’ test. One who takes the mystery out of commonsense. Krauthammer quite simply acts as a transformer of knowledge, translatingcomplexity into simple and direct keys.Under the skin – Prepare for someone who confronts compassionately, who, with stamina and diligence, seeks to get to the heart of the matter. Someone who isinquisitive, responsible, direct and courageous. Krauthammer activities enable people to discover and master the impact of their behavioural styles. All with the aim of optimising competence and performance.Global consistency, local intimacy – Prepare for a passionate internationalits. One who seeks to navigate from local impact to global amplitude, and who is fluent in auniversally applicable practice and philosophy. Shared messages and methods, customised by local teams, ensure that international coherency meets cultural specificity, all within a professionally engineeredoperational system.This give us a distinctive identity, our DNA. Which will create for you Lasting Impact. In all interventions, a transfer process of several months of application on the job allows all players to leave the comfort zone and to permanently integrate new knowledge. To ultimately take ownership of this in the form of new practices and attitudes. The impact of our interventions is measured in a way that is cost effective and solid.
  • Krauthammer has a philosophy of life-long learning at the very core of its culture. Our consultants receive up to four weeks of intense training per year at Krauthammer University, enhancing their training, leadership, sales and negotiation skills and knowledge.  In their first two years, new consultants receive up 50 days of training annually. They are coached on individual goals and receive mentoring from senior consultants. All employees, regarding of tenure, are coached on their personal development.  A total of 10% of Krauthammer's turnover is spent on educating our own employees. This directly benefits our clients, who receive the best possible global training programmes based on 40 years of international experience.
  • Established in 1971. Currently we have 24 offices in 16 countries with 245 fully-employed consultants and staff. Delivering in 23 lanuages in 55 countries all over the world.Embedded officesBelgium – Brussels Brasil – Sao Paolo China – Beijing and Hong Kong Czech Republic – Prague France – Aix-en-Provence, Lille, Lyon, Nantes, Paris, Strasbourg Germany – Hamburg Hongary – BudapestItaly – Milan Netherlands – Noordwijk Poland – Warsaw Slovakia – Bratislava Spain – Barcelona and Madrid Sweden – Stockholm Switzerlands – Geneva and Zürich United Kingdom – London United States – Atlanta Official krauthammer consultant Helsinki (supported by the Stockholm office)Partnerships (certified franchisee) Athens Istanbul Lisbon Ljubljana Freelancers (certified freelancer) Moscow Bucharest
  • SymbolsArrows = results, improvementDots = individuals/groups, target groups, practicesService line LearningAn individual set of interventions (training, coaching, assessment, e-services). Year round availability.Service line DevelopmentA collective flow of interventions. Long term.Service line ChangeA collective fixed intervention. Defined time period.
  • The blocks come one by one.You click once and the Learning block appears; you click on the hyperlink within the word Learning and you go to the Learning slides.The last slide of Learning (slide 15) contains the word Back. Click on it and you will go back to this slide. Click again and you will get the block Development. You click on the hyperlink within the word Development and you go to the Development slides.The last slide of Development (slide 19) contains the word Back. Click on it and you will go back to this slide. Click again and you will get the block Change. You click on the hyperlink within the word Change and you go to the Change slides.
  • From our experience, this the kind of challenge our clients face – how about you?
  • 1 Connecting = Connecting between client’s need and solution prescribed.Who? When? Where? What practices? Leadership and management, Entrepreneurship and sales, Cross functional themesWhat modality will best suit the person? Training (acquire/develop skills), Coaching (guide/challenge on the job), Assessment (evaluate potential), E-services (distance learning), A blend of the above for optimised impact? What should s/he focus at (strenths and improvements points) ? A first diagnosis will raise participant’s awareness and this is can be done through Online/Offline feedback tool: 361°, 4LS Evaluation, E-surveys, Assessment centre2 Building up competences = Online / Offline learning plan through...Positively confrontational, all Krauthammer crafts enable participants to discover and understand the impact their behaviour has on their environment, their communication styles, attitudes, strengths and pitfalls, with the aim of optimising their relational competence levels. Coaching - 5 steps’ path : Personalised guidance, usually in a face-to-face meetingDebriefing Feedback (see Diagnosis)Objective setting – with the internal coachSessions with customised planningDebriefing – internal coach in the presence of the Krauthammer coachLeadership booklet & PCD modelTraining - 3 steps’ path : Didactics, tools and short practical exercises and simulations The transfer process we propose – one which involves 3-5 weeks’ application on the job between training days, allows each participant to integrate the content long-term, and to take ownership of it in the form of new attitudes.Training day/ tools and applicationsIndividual self awareness raising through short and confrontational role plays & personal + concrete and ongoing feedbackAnchoring in the professional context through the application of tools and behaviours to the participants’ own case & the selection of a specific point to put concretely into practice3-5 weeks’ practical application : ‘In-situ’ period, devoted to experimentation in the workplace. Each participant put his or her action plan into practice (we only learn through experience)Training day/report back on practical application - participant presents his or her experiences on the basis of concrete results obtained (successes or difficulties) - will be analysed and commented upon, and the learning points transformed into a new action plan - the training day continues with new modules3 Anchoring success = evaluating and following upEvaluationEnd of day evaluation by the participant: Main learning points for the next sessionEnd of training evaluation by the participant: Stay connected to learn continous via (virtual) platformsFollow upEach coachee/participant receives our quarterly e-newsletter Inspiration, with provoking articles : Stay connected to learn continous via (virtual) platformsOptions:E-learning as an option, with Krauthammer modules developed with our partner Cross KnowledgeCoaching (after a training) : the impact of a training can quadruple thanks to the addition of coaching sessions!1 Authors Olivero et al demonstrated that, after training alone, the participants of their study displayed an average increase in productivity of 22%. When training was augmented by coaching, the average increase in productivity rose fourfold - to 88%.
  • Leadership and ManagementPrepares and breeds new leaders. It nourishes “the Blessing White cross” – ensuring the best match between organisational needs and what an individual is willing and able to contribute. Entrepreneurship and salesActs as a platform for sales approach sharing improvement and knowledge-sharing.Offers vehicles to anchor new sales strategies, messages, services and product roll-out. Reduces vulnerabilities to individual ‘star performers’ (prima donnas). Assure continuous learning from salespeople versus the short term ‘shot in the arm’Crossfunctional themesActs as a catalyser for personal change on a specific theme. Offers vehicles and tools to anchor one’s leadership on a everyday basis, whether s/he is a manager, a seller, an executive. It provides them with the necessary applied skills to transform his/her potential into the highest performance on a regular basis.The crafts we use:Training: We define training as dealing with ‘behaviour change’, rather than ‘information transmission’. For example, a financial manager must develop a new financial reporting system - securing its implementation. Rather than teaching the financial manager the technical steps in developing such a system, behavioural training helps him or her to ensure the new system is based in the clearly-understood needs of the right stakeholders.To communicate the resulting change to them, to get their commitment, and to ensure they support its implementation.Coaching : We simply define the practice of coaching as ‘personalised guidance, usually in a face-to-face meeting’. Its purpose - to simultaneously boost personal performance and personal growth.Assessment: As a point of departure for an intervention addressing behaviour, to measure return on investment, or indeed, as a benchmarking tool, the importance of assessment is clear. We propose: assessment centre,361° and 4LS.E-services: e-surveys or e-learning modules offered in cooperation with partners.
  • From our experience, this the kind of challenge our clients face – how about you?
  • DesignDesign framework setting (competencies, roles, etc), Learning path, Transfer/application process & objectives, Blend of interventions, best practice modules, Scenarios, Special (learning) business case, Course, programme material, Team coordination (Co-creation team, Modus Operandi, Internal faculty, External faculty, Mgt/ project group, Dry runs/ quality gate planning)Transfer facilitatorTrain the trainer programmesInformation packs: Scenario, Manual, Slide pack, Customised material, Client cases, Co-designed modulesInvestment-cost breakdownManagement informationRoll-out/deploymentImplementation plan: Bang, Gradual, Pilot/dry runKrauthammer facilitator quality checks: Trainers, Coaches, Other rolesExternal faculty coordination & training: Sub contractors, Partners, AlumniProject management and management informationLearning solutions for standard questionsIdentify improvement opportunities/change projectsWitin our Krauthammer University we organise transfer days for our trainers, train the trainer programmes for your people; we also organise clients days, days on which you can work with a group of programme designers, trainers, facilitators etc. With our own education programmes we guarantee the quality of our trainers and facilitators.
  • Leadership/managementSecuring the leadership pipelineManagement perspectives to secure:Managing people, Managing managers, Managing the businessPrepare and breed new leaders3rd generation learning: experimental learningCombine individual and organisational learningNourish the best match between organisational needs and what an individual is willing and able to contribute.A strategy lab - development and deployment–continuous interaction between learning populations and top managersA factory - innovation/new ideas arise and are processedSalesforcesEnsuring a continuous customer focus through the professional development of the salesforceSales curricula - a platform for sales policy sharing, improvement and knowledge-sharing:Vehicles to anchor new sales strategies, messages, services, product roll-outReduce vulnerabilities to individual ‘star performers’ (prima donnas)Creation of new team/client relationshipAssure continuous learning from salespeople v. short term ‘shot in arm’Trainers and facilitatorsEnsuring durable positiveand coherent impact of trainers, facilitators and coachingKU is a platform for Krauthammer trainers and clients to learn facilitation, and didactical and learning skillsConsistent and transfer-assured – from programme content to real behaviour change. From theory to practiceBenefits for those we directly train, and those subsequently trained by them.
  • Examples:Merck Serono – Sales Academy:Krauthammer trainers audited the client’s sales meetings around the world and judged their efficacy based on five principles to drive the company’s new sales culture: understand, plan, advance, close and analyse. Krauthammer worked closely with the resulting team on creating a unique three-year sales curriculum targeting selling and coaching skills. Initially, the international was delivered by Krauthammer. Subsequently, Krauthammer helped the client to set up its own Sales and Coaching Academy. This, modelled on Krauthammer’s own 35-year-old Krauthammer University had its own teaching principles, learning materials and evaluation systems. Krauthammer delivered three train-the-trainer programmes, which gave the Academy its own faculty of 26 trainers.Oriflame – Oriflame Academy:Krauthammer is partner for Oriflame’s Academy Step II - “Team Leadership training” - its objective, to deepen the top 450 managers’ skills in management, leadership, coaching/feedback and Oriflame’s core business processes. Oriflame uses internal trainers for the core business processes and Krauthammer for leadership and management training. The new Oriflame Academy Step III programme for selected top managers started with theExecutive Committee members in 2009, and is being rolled out for other top managers in Oriflameas from 2010.Deloitte – leadership developmentTogether with Deloitte Krauthammer creates an open architecture programme allowing for close involvement of participants, action learning and alignment with Deloitte’s strategy. It focusses particularly on those being groomed for partner positions, giving them key leadership and commercial competencies.Several “design teams” are populated with staff from both companies – including future participants. With them, Krauthammer identifies the best building blocks of the curriculum and increases support among Deloitte staff.The result is a comprehensive two-year programme targetingfour crucial roles: sales, professional, manager and leader. Two main streams, Commerce and Leadership, allow participants to focus on their chosen career path and innate strengths. The curriculum of the first year is set, the second year offering room for participant co-creation.
  • From our experience, this the kind of challenge our clients face – how about you?
  • This slide explains what kind of changes an organisation can go through:Level 1 = change the tools, mechanisms; this is not a deep change. Only on the surface (tools, mechanisms) change is established.Level 2 = change the tools, mechanisms and give people the skills. Going a bit further, but not deep.Level 3 = change the tools, mechanisms, give people the skills and give them the understanding to also change their behaviour.This is how we approach a change project. Make sure the change is established on all levels, going deep.
  • How do we establish a major change within your organisation? The area’s of organisations within we work :Sales & Marketing: within this organisation area our expertise lays in sales & channel management, marketing effectiveness, strategic sales, negotiation skills and sales management.Operations: within this area our expertise lays in six sigma, lean, prject management, safety management, effective meetings, management and leadership.Organisation: within this area we work on performance management, competence development, change and communications, teambuilding, coaching skills, and train the trainer.Within these area’s we will reach the individual and teams; in other words the whole organisation We are doing this by blendingclient-specific consulting, training and coaching programmes (our crafts) Six Sigma seeks to improve the quality of process outputs by identifying and removing the causes of defects (errors) and minimizing variability in manufacturing and business processes.It uses a set of quality management methods, including statistical methods, and creates a special infrastructure of people within the organization ("Black Belts", "Green Belts", etc.) who are experts in these methods.Lean manufacturing or lean production, often simply, "Lean," is a production practice that considers the expenditure of resources for any goal other than the creation of value for the end customer to be wasteful, and thus a target for elimination. Working from the perspective of the customer who consumes a product or service, "value" is defined as any action or process that a customer would be willing to pay for. Basically, lean is centered on preserving value with less work.
  • Explain 2 or 3 cases based on the client in front of you.Ask for client cases by contacting Marieke (DI) at the Noordwijk office.Three examples are listed below.Sales excellenceAvero achmea: The Sales Excellence program aims to improve the commercial performance by developing the competencies of the Marketing & Sales organisation and by making sure that all processes, systems and tools are aligned and supporting optimal commercial performance. Still running.Permance managementCSM: In coherence with the ideas on leadership and performance management of CSM we have designed a programme to establish measurement of performance deeply in the organisation. A train the trainer programme for HR, who will train their line managers.Project managementNuon: The organisation wanted to differentiate from other providers through the execution of its asset development and its maintenance process and structure. Despite a large degree of time and effort and the development of core processes, which focussed on what the customer really wanted, the execution of the strategy had not gone according to plan. Krauthammer was involved to define how they could reach the targets that had been set and identify what the real root causes of their issues really were.

Krauthammer presentation Krauthammer presentation Presentation Transcript

  • Welcometo Krauthammer
    © by Krauthammer International
  • What do we commit to?
    Behaviour changefor sustainable improvements in results
    Through training, coaching and consulting
  • What belief could we share?
    Everything starts and ends with people
    © by Krauthammer International
    © by Krauthammer International
    View slide
  • Bringing out the best in people...
    How can we contribute?
    Living performance
    View slide
  • Achievable? Yes, because...
    Our guiding principleGiven the right conditions and attitude, people are capable of significant personal growth
  • In our DNA
    Kiss tools and concepts
    Sound pragmatism
    Under the
    skin
    Positive confrontation
    Global consistency, local intimacy
    Passionate
    Internationalism
    Lasting impact.
    Sustainably, through people
    © by Krauthammer International
  • Our heart – Krauthammer University
    New colleagues,
    initial education
    Boarding
    Our people, our strategy
    Developing
    With specialists, clients, strategic partners
    Exchanging
    © by Krauthammer International
  • Where can you meet us?
    Since 1971
    Grown to 31 offices and partners
    In 23 countries
    With 245 fully employedconsultants and staff
    Delivering in 23 native languages
    In 55 countries
    © by Krauthammer International
    © by Krauthammer International
  • How will we work together?
    Our services are organised around your business needs and learning populations
    Organisational
    learning
    Change
    facilitation
    Open
    programmes
  • © by Krauthammer International
    Organisational learning
    Our (collective) focus Supporting you to develop
    and roll-out smart, sustainable internal development paths
    Intervening long-term
    Blending your, Krauthammer and other specialists
    Your gain
    A continuous learning organisation
    In a nutshell...
    Change
    facilitation
    Our (collective) focus Supporting you to deliver major change programmes
    Intervening in a defined period of time
    Blending your and Krauthammer specialists
    Your gain
    Sustainable and distinctive improvements in performance
    Open
    programmes
    Our (individual) focus Supporting you to develop your people through a broad, consistent portfolio
    Delivered year-round, by Krauthammer specialists
    Your gain
    Behaviour change in a timely and sustainable way
  • © by Krauthammer International
    Frequently heard
    Open programmes
    “We need to develop the capabilities of only one or very few key employees, sometimes geographically dispersed.”
    “We need our key employees to better question themselves and to be aware of their strengths and improvement points.”
    “We seek, for a specific need, a tested and tried, ready-to-use, solution… or on the contrary, a very personalised, face-to-face guidance.”
    “We need our employees to leave their habitual environment and to get fresh perspectives from externals and peers in other organisations.”
  • How do we address your needs?
    Open programmes
    Open programmes
    Connecting between client’s need and ìndividual learning solution
    Training, coaching, and blended interventions
    Evaluating and following-up
    © by Krauthammer International
  • 3 practice areas, 4 crafts
    Open programmes
    Entrepreneurship
    and sales
    Crossfunctional themes
    Leadership and Management
    Training
    Sales management
    Sales
    Strategic selling
    Client relations
    Negotiation
    Time management
    Negotiation
    Personalised management
    Influencing an audience
    Managing emotions at work
    Multicultural communication
    Facilitating efficient meetings
    Managing performance
    Leadership
    Top management
    Senior management
    Management
    Matrix management
    First level management
    Management assistant
    Coaching, assessment and e-services
  • © by Krauthammer International
    They say...
    Open programmes
    “The training programme radically improved my sales efficiency.”
    Ricardo Delgado Martin,
    Sales Engineer,
    Alfa Laval Iberia S.A., Spain
    “The ‘leadership’ programme helps me in concrete implementation, providing simple and practical tools I can use daily.
    Well done, and thanks!”
    Pierre-Yves Legris, CEO,
    Legris Industries, France
    “My colleagues are very enthusiastic about the Krauthammer Sales training.”
    Hans Meulman, Application Manager Personal Protection,
    DSM Dyneema, the Netherlands
    “I have more self-confidence, more comfortable on stage and in conflictual environments.
    The tools to resolve delicate situations.”
    Sami Tulonen,
    Director Institutional Affairs, FORATOM, Belgium
    “Unlike other organisations, where the quality of consultants can be variable, Krauthammer consultants have lived through what they communicate, before applying it.
    They don’t sell a point, they live it. Therein lies all the difference.”
    Pascal Rinckenberger, President, OSRAM, France
  • © by Krauthammer International
    Organisational
    learning
    Frequently heard
    Organisational
    learning
    “We believe in permanent education, but our investments are still driven by crisis, gaps and short term fixes.”
    “We want to better use existing experiences and best practice, but deployment doesn’t yet take place, or is ad hoc.”
    “We lack the collective competence we see as an unique advantage for our organisation.”
    “We therefore need to structurally re-invest in mid/long term capabilities, through the deployment of a streamlined curriculum.”
  • How do we address your needs?
    Organisational
    learning
    Training and coaching delivery
    Localisation and international roll-out
    Impact measurement, adjustment
    Objective-setting and framing
    Establish learning paths, populate faculties
    Collect, codify and share critical knowledge
    Blended interventions with best-practice mind-, skill- and tool-sets
    Train the trainer/ facilitator programmes
    Qualification and quality assurance
    Secured through Krauthammer University
  • 3 practice areas, 3 core curricula
    Organisational
    learning
    Skills training, interactive knowledge transfer
    Join a community of trainers at Krauthammer University
    Toolset, skillset, mindset
    Learning paths for the different sales worlds – transactional, consultative, strategic...
    Inspirational and authentic leadership Exemplary management behaviours Leadership paradoxes
    Experiental learning
  • A selection of our references
    Organisational
    learning
    © by Krauthammer International
  • © by Krauthammer International
    Frequently heard
    Change
    facilitation
    “We have a history of failed change programmes.”
    “We must change our performance, due to changing market conditions.”
    “We need to align our organisational processes with our business model.”
    “We seek to close the gaps in the capabilities of our people and install new impulses.”
    “We require change management capabilities to manage complex transformation processes.”
  • How deep should the change be?
    Change
    facilitation
    1
    On the surface
    Changing focus
    Organisations act directly to achieve outcomes, without changing the way people work.
    Going under
    Changing practices
    Employees adjust or adopt new practices in line with existing mind-sets to reach a new bottom-line target.
    2
    Going deep
    Changing hearts and minds
    An organisational, cultural change; people change the way they behave fundamentally.
    3
  • How do we address your needs?
    Change
    facilitation
    Matching needs with solutions
    Detailed analysis & results plan
    Identification of key levers
    Value Proposition
    Defining the project
    Meet the team
    Pain & Gain Statement
    Proposal for Analysis
    Delivering quantified and qualified results within fixed time frame
    Communication and alignment
    Training and coaching of key employees
    Application/roll out of relevant tools and methodologies
    Ensuring sustainability
  • Change
    facilitation
    Sales & Marketing
    Organisation
    Operations
    Consulting
    Six Sigma & Lean
    Project management
    Safety management
    Performance management
    Competence development
    Change & Communications
    Sales & Channel management
    Marketing effectiveness
    Effective meetings
    Management
    Leadership
    Teambuilding
    Train the coach
    Train the trainer
    Strategic sales
    Negotiation
    Sales management
    Training
    Coaching
    Individual& Team
    Major ChangeImplementation
    3 practice areas, 3 crafts
  • A selection of our references
    Change
    facilitation
    Asset Management
  • How would you like to move forward?