Knee-jerk action
Measures without a finding.
First the tool, then the workshop, then the mission statement. What is missing is the answer to the question of what actually causes collaboration to fail.
Consulting · Future of Work
Know where your organization really stands. And what it needs.
Sociotechnical diagnosis, cultural analysis and organizational development, scientifically grounded. We measure how technology, structure and culture interact in your organization before we recommend a single measure.
Effectiveness Assessment
Nukleus-Framework
Cultural diagnostics
Leadership Development
The problem
The symptoms are visible. The causes are not.
Many organizations invest in tools, workshops and mission statements without knowing where the real problem lies. Measures without a diagnosis are expensive and rarely hit the mark.
Flying blind
Culture as a black box.
Everyone talks about culture, no one measures it. Decisions about work models, office concepts and leadership are made on gut feeling rather than on findings.
Silo thinking
Technology, structure and culture considered separately.
IT optimizes tools, HR develops leadership, the organization stays as it is. The interactions between the three levels go unseen.
What sets us apart
The Organizational Effectiveness Assessment
Our own diagnostic methodology and the entry point into any well-founded organizational development: 9 survey fields, a multi-layered theory architecture and a clear standard. We measure how technology, structure and culture interact in your organization, instead of merely polling moods.
9 survey fields
Multi-layered theory architecture
Sociotechnical approach
Dimension 1
Technology
Which tools are available, how are they actually used, and where do they hinder collaboration instead of enabling it?
Dimension 2
Structure
How are decision paths, roles, meetings and processes built, and do they fit the way your organization works today?
Dimension 3
Culture
Which expectations, norms and leadership patterns shape everyday work, and where do they conflict with strategy and structure?
The result is not a mood snapshot but a robust finding: where your organization stands, where the biggest levers lie and which measures take effect in which order.
Our compass
The Nukleus-Framework (Nucleus)
Three principles guide our work with organizations. They are not a mission statement for the intranet but test criteria for every structure, every process and every leadership decision we design with you.
Employees at the center
Principle 1We design work from the people who do it. Structures that slow employees down are findings, not laws of nature.
Transparency as a principle
Principle 2We make information, decisions and expectations visible by default. Trust does not arise from appeals but from transparent structures.
Remote and Placeless-First Mindset
Principle 3We build collaboration so that it works independently of location. What holds up remotely holds up anywhere. Presence then becomes a deliberate choice rather than a silent precondition.
From diagnosis to development
What we do with the finding
A diagnosis is only as good as the change that follows it. That is why we support organizations beyond the assessment.
Culture
Cultural diagnostics & change support
We make cultural patterns visible and support change where it originates: in decisions, routines and leadership behavior, not in posters and workshops without consequences.
Leadership
Leadership Development for distributed organizations
Leading at a distance can be learned: clarity of expectations, output orientation and fair performance assessment for leaders whose teams no longer sit in one place.
Organization
Systematic organizational development
We translate findings into structures: decision paths, collaboration models and work formats that fit the strategy and hold up in everyday work.
Diagnosis meets tool
The finding shows where our workshops come in
Often the assessment reveals fields of action for which we have ready-made performance workshops. Then it goes straight into implementation, without detours.
Finding: decision gridlock
Too many meetings, too few decisions
When the diagnosis shows an overloaded meeting landscape, the Meetingdiät (our Meeting Diet workshop) restructures your decision architecture.
To the MeetingdiätFinding: leadership gap
Hybrid teams, leadership by presence logic
When leadership patterns and the work model diverge, the Hybrid Leadership Alignment calibrates your leadership team.
To the Hybrid Leadership AlignmentFinding: quality gap
Hybrid learning formats without impact
When trainings and formats fail to hold up remotely, the Train-the-Trainer Hybrid Facilitation makes your trainers format-confident.
To the Hybrid FacilitationProven in practice
Organizational development at scale: the genossenschaftliche FinanzGruppe (the German cooperative financial network)
In the Way2DigitalWork program, together with Atruvia, we support Volks- und Raiffeisenbanken (German cooperative banks) in changing the way they work. This experience from 250+ organizations feeds directly into our diagnostic and development work.
250+organizations in the genossenschaftliche FinanzGruppe
Common questions
Finding answers
We already run an employee survey. Why an assessment?
Surveys measure satisfaction, our Organizational Effectiveness Assessment measures relationships. Across 9 fields it captures how technology, structure and culture interlock, making causes visible instead of just moods. We incorporate existing survey data rather than duplicating it.
How much effort is a diagnosis for our organization?
Considerably less effort than a misdirected package of measures would be. We tailor the exact scope to the size and question of your organization, from a focused status assessment to a comprehensive survey across several areas. We clarify the scope in the first call.
What exactly do you mean by "scientifically grounded"?
Our methodology rests on a multi-layered theory architecture drawn from organizational sociology and sociotechnical systems theory. Data collection and analysis follow transparent criteria, not consultant intuition. That makes findings robust and open to discussion, even with critical stakeholders.
Does the consulting end with a report?
No. The finding is the beginning, not the result. Together with you we prioritize the fields of action, translate them into concrete measures and support the implementation, from cultural and leadership work to our performance workshops where they fit.
Next step