Which company has a culture that has created enough space in its attitude, procedures and business processes for answers and solutions to the rapid acceleration of our world

Due to the Covid 19 situation, persistent supply bottlenecks, the Ukraine war, rising financing costs and changes in social developments, the nature of cooperation at the economic level has changed significantly. Change is visible and tangible and, in an ambiguous and more volatile world, requires not only evolving leadership skills but also an adaptation of business models and corporate culture.

Despite robust labour market data and a slight revision of the Swiss GDP forecast, 1,190 companies in Switzerland went bankrupt in the first quarter of 2022 (source: Dun & Bradstreet), an increase of 18% compared to the first quarter of the previous year. White-collar crime was 37% higher than in the previous year, with total offences amounting to 567 million Swiss francs (source: KPMG Forensic Fraud Barometer). The largest group of perpetrators were private individuals and in 18 out of 68 cases it was employees in executive positions (management).

How is this to be classified? Changes are indicated, and the question arises as to how companies can maintain and strengthen employees’ identification with the company?

Certainly, there are always different motivations and snapshots do not yet form trends, but how can a company create the framework for a mindful, resilient and sustainable organisational culture and communication without losing sight of increasing productivity and the company’s performance as a whole?

Transformation is an opportunity in today’s world. It is a deliberate reshaping of the basic “genetic” structure of a company to meet a wide range of demands in today’s business environment.

Holistic leadership mentoring programmes can support companies and leaders to face today’s challenges in a strengthened and resilient way. The establishment of a well-functioning dialogue structure helps companies to react flexibly, yet self-determinedly, to the unexpected and to build a goal-oriented corporate culture.

It promotes an understanding of how, in today’s world of shorter cycles, the achievement of goals is possible and the necessary adjustments in leadership culture can be used for the whole company.