Systemic orga­ni­sa­tio­nal development

We at ESBC are not tra­di­tio­nal manage­ment con­sul­tants. We don’t use ready-made, for­mu­laic con­cepts. Rather, our approach is that the solu­tion is alre­ady in your com­pany. With appro­priate cor­po­rate sup­port and pro­ven methods, we bring it to fruition.

This is one of the reasons why sys­te­mic orga­ni­sa­tio­nal deve­lo­p­ment is so much about peo­ple. Only when they feel com­for­ta­ble with the change can a sus­tainable change pro­cess be rea­li­sed: The peo­ple must reach the level of matu­rity to be able to sup­port the trans­for­ma­tion. In the spi­rit of salu­to­ge­nic lea­der­ship, people’s well-being and per­for­mance pay off for all cor­po­rate goals.

In sum­mary: Only when human needs are lin­ked with busi­ness needs can holi­stic cor­po­rate deve­lo­p­ment be achieved.

This approach beco­mes par­ti­cu­larly rele­vant when intro­du­cing AI to orga­ni­sa­ti­ons. AI trans­for­ma­ti­ons are not pure tech­no­logy pro­jects; they are cul­tu­ral and struc­tu­ral chan­ges. Roles shift, decis­ion-making pro­ces­ses are ret­hought, com­pe­ten­cies need to be rede­fi­ned. Our gui­ding prin­ci­ple: Human in the Loop.

People should shape AI, not be shaped by it.

Why sys­te­mic orga­ni­sa­tio­nal con­sul­ting makes sense

The envi­ron­ment is con­stantly chan­ging for com­pa­nies, which is why a stra­te­gic eva­lua­tion is important every year:

• Do the goals still fit the change?
• What needs to be chan­ged in order to con­ti­nue to be successful?

The arri­val of AI rai­ses ques­ti­ons for orga­ni­sa­ti­ons that go far bey­ond tech­no­logy: Which roles are chan­ging and how are the affec­ted employees brought along? Where does AI pro­vide relief, where does it replace or over­whelm? Which decis­i­ons may machi­nes make, which must remain with humans? These ques­ti­ons are rarely tech­ni­cal. They touch on cul­ture, lea­der­ship and col­la­bo­ra­tion — pre­cis­ely those topics we accom­pany sys­te­mi­cally. We bring our own AI prac­tice to this work, from our own con­sul­ting as well as from cli­ent pro­jects in which we have seen AI sys­tems in action. This gives us a rea­li­stic view of what is pos­si­ble and what is not.

Through struc­tu­red inter­views, mind­set work, coa­ching and work­shop sup­port, we first deter­mine what poten­tial lies dor­mant in the com­pany. Based on this, ESBC crea­tes a con­cept that shows what your trans­for­ma­tion requi­res. This does not mean that a fixed con­cept is pre­sen­ted, but that it is deve­lo­ped indi­vi­du­ally with you and your employees. Through the hands-on men­ta­lity of the faci­li­ta­tors, the imple­men­ta­tion starts directly. The out­put of orga­ni­sa­tio­nal deve­lo­p­ment (OD) is then a road­map of topics that will accom­pany you for the next few years and pro­mote the suc­cess of your company.

Like a tree that needs con­stant care in order to pro­duce a sus­tainable yield, we see our­sel­ves as a growth aid from the out­side. We use open inter­views to ques­tion the cur­rent cul­ture, con­cepts and pro­ces­ses. Emotional state­ments also have room to sup­port peo­ple in their deve­lo­p­ment. Only when your employees under­stand the sense of pur­pose can there be a jointly sup­ported imple­men­ta­tion and long-term change.

ESBC initia­tes a pro­cess of orga­ni­sa­tio­nal deve­lo­p­ment that is sup­ported by the staff even after the depar­ture of the OD facilitators.

Human in the Loop — our approach to AI transformation

In most com­pa­nies, AI adop­tion is not a tech­no­logy issue, but a cul­tu­ral one. The tools are available, the ques­tion is: How do peo­ple work with them? Where does decis­ion-making aut­ho­rity remain, where is it given up? How does lea­der­ship change when machi­nes think along?

We sup­port orga­ni­sa­ti­ons in sha­ping these ques­ti­ons con­sciously. Our gui­ding prin­ci­ple: Human in the Loop. People remain invol­ved where jud­ge­ment, respon­si­bi­lity and rela­ti­onship mat­ter. AI pro­vi­des relief, but does not replace what makes us human.

Our cre­di­bi­lity: We use AI in our own con­sul­ting work and have seen in cli­ent pro­jects what works and what does not. This prac­tice flows into our sup­port. However, our focus is deli­bera­tely not on tech­ni­cal imple­men­ta­tion, but onthe peo­ple and pro­ces­ses that should carry AI.

Typical for­mats in our work:

• Workshops for lea­der­ship teams on roles and decis­ion-making aut­ho­rity in AI use
• Support for AI adop­tion pro­jects from a cul­ture and pro­cess perspective 
• Team reflec­tions on chan­ging ways of working with AI 
• Coaching for lea­ders and employees in deal­ing with AI