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Culture Change and Process Development

Recently many people have shared the belief that there is a correlation between organisational culture and business successes. However, not everyone can carry out the development of organisational culture or processes while also impacting the development of the other side in a positive way. Concordia can make sure that organisational culture and processes are developed not only simultaneously, but also in a closely synergic way, mutually enhancing each other.

Integrative approach

Recently many people have shared the belief that there is a correlation between organisational culture and business successes. However, not everyone can carry out the development of organisational culture or processes while also impacting the development of the other side in a positive way. Concordia can make sure that organisational culture and processes are developed not only simultaneously, but also in a closely synergic way, mutually enhancing each other.

Why is that necessary? Development and progress achieved using Lean, Six Sigma or other process management tools are only sustainable if the corporate culture is also supportive of the development work itself, and vice versa. A leadership development program could yield business results on its own, but success is far more likely, and progress on any field far deeper, if you choose to implement and integrate one of the aforementioned development methods within the organisation.

It was along this philosophy Concordia’s organisational development training, intended to provide executive support for Lean deployment, was created. In similar vein, we also use culture change tools to support comprehensive lean programs, whereby even a simple production development lean workshop would be enhanced with elements of involvement and developing leadership. Taking a similar approach from the other side, we assign specific targets to the results of our processes shaping corporate culture, and strengthen them using lean tools.

By combining the two approaches we effectively help create a more productive organisation which can react better to business and organisational challenges, and can develop continuously.

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Recommendations

MOL GROUP

"The first time I met Concordia and their team was in 1999. I was attending a vision building workshop which ended up serving as the springboard for a process that transformed an oversized, inert, state-owned, socialist firm into a competitive, dynamically growing and highly successful international company.

Two years later, in 2001, I was a major player participating at subsequent, now legendary workshops. One of them, titled “How to reduce our stock to 700 000 tonnes”, is now considered a legend in its own right because it was a milestone that enabled a company wide optimalisation of corporate operations within the fields of mineral oil processing and sales.

Therefore in 2008, when as top tier managers we decided on the reorganisation and modernisation of the company, and on clarifying the vision of the organisation, I had absolutely no doubts that we would be doing this with no other than Imre Lövey and Concordia. Yet, despite our previous experience, they still managed to surprise us with new concepts. Their proprietary theory of Healthy Organisation and the attached  questionnaire was hugely helpful in showing us the current position of the company but no less importantly enabled most of our colleagues to understand the necessity of change.

…they never settled for just doing things. They have always wanted to get things done, and they still do like pros…."

Béla Kelemen

Director of Refining

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