For Rising Tide, I developed and conducted two one-day workshops in the context of their annual Offsite meetings with 25-45 staff members. The goals included raising personal responsibility, substantially improving morale, and initiating a roadmap for the ongoing development towards a winning team culture. The participants left the workshops with high levels of inspiration and a set of tools and methods to change their attitude and routines sustainably.
Success Stories and Testimonials
As the head of his company New Pace Consulting, Volkmar has already helped numerous organizations of several industries and sizes direct themselves toward sustained peak performance and the achievement of their most challenging goals.
Below you can find a selection of case studies and testimonials.
Some of Volkmar’s results include:
- Development and high-pace implementation of a clear strategy, largely supported by the staff
- Transformation of the corporate culture toward peak performance
- Substantially raised staff motivation
- Implementation of sustainably performance-raising behaviors and work routines of managers and employees
- Improved leadership
- Higher operational efficiency
- Greater customer proximity and more effective customer interaction
- Higher agility and resistance to crisis
As a result, organizations work at higher performance levels and achieve faster growth, increased profitability, and are more attractive to potential customers and talented employees.
For Amadeus Germany, I coached a senior executive over a period of 12 months. Here her testimonial:
At OnAir, an innovative provider of passenger telecommunication solutions for airlines, we have been supporting the CEO and the leadership team to execute its planned revenue growth for each of the following years. Our support started with diagnosis of the current situation at OnAir’s Geneva and Seattle locations and identification of the key improvement areas, which include strategy clarity, leadership effectiveness, efficiency of business processes, and employee commitment. We conducted numerous interviews and helped with a full-fledged employee survey during this phase.
We have been working with the leadership team along a clear roadmap for driving change in all high-potential areas. After three months, the project has already led to several significant improvements, such as a clearer and simpler vision and strategy, a more consistent involvement of the employees, streamlined communication, and increased leadership effectiveness. Further project phases will include the definition of key processes, clarification of roles and responsibilities, structural changes, and the execution of the refined strategy.
For LGT Bank Switzerland, the Swiss branch of a leading private bank based in Liechtenstein, we formulated the strategy for the bank’s repositioning in the market and aligned the regional directors in a consistent strategy implementation process. The key challenge of this project was the identification of possible paths to profitable growth in a mature market characterized by high competition and pressure on margins. In a two-day leadership conference⎯preceded by the diagnosis of the current situations and goals⎯we identified unique differentiators in the marketplace and possible scenarios to strengthen them. The leadership team is now fully committed and inspired to act upon these levers and execute the outlined implementation plan.
At SAP, a Fortune 500 company and global leader for business software with over 50,000 employees in more than forty countries, we have started a project for the Inside Sales Division with the goal of creating a global career progression program for its fast-growing workforce with over 600 employees. The intents of this global project include faster ramping of new employees, clear career paths, higher retention rate, and higher productivity of the division.
In the course of the project, we will align with stakeholders from numerous countries, identify the added value of a career framework for regional and local sales teams, provide a framework and certification program, and initiate the rollout to all regions and countries based on a consistent rollout plan with clear accountabilities.
For Ecolistec, a Swiss niche player in the construction device market, we developed the key business processes needed for efficiently running the operations and setting the foundations for growth. Working directly with the CEO, we focused on simplicity and scalability of the operational processes, which included development, marketing, sales, production, delivery, and support processes. We also supported the introduction of a quality management system to achieve the ISO 9001 certification.
For Medair, an international emergency relief organization with over 1,000 employees in six countries, we formulated a consistent global strategy and assisted in its implementation by developing a straightforward execution plan. The project resulted not only in a simple, clear, and ready-to-execute strategy, but also in increased leadership capacity, improved accountability of the leadership team, and enhanced communication channels within the organization for better staff commitment.
Click here to download and read the full story.
For Medair, we have also been transforming the Human Resource function to position it as an internal business partner and effective change agent within the organization. The work has included the discovery and improvement of HR business processes, re-assignment of roles, responsibilities, and process ownership, as well as the introduction of performance indicators. In several workshops, we involved the stakeholders in the diagnosis and the development of more effective and efficient processes, and identified a prodigious number of quick wins. In the following project phases, we will be helping the process owners implement the decided process improvements and support the measurement of progress.
For BRP, a world leader in the design, manufacturing, distribution, and marketing of motorized recreational vehicles and powersports engines with more than 6,000 employees, we helped the EMEA leadership team realign the international sales team toward a new business strategy and more sales effectiveness. The engagement in collaboration with Sandler Training included an executive-level workshop at a regional sales conference focused on improved sales techniques, sales processes, and increased customer focus.
For ForumEPFL, a leading job fair in Switzerland, we supported the Head of ForumEPFL and his team in achieving significantly higher operational efficiency and a faster ramping of new employees. The project included the mapping of business processes, creation of clarity among different stakeholders, some elements of organizational design, and enablement of team members for implementing the improvements.
For Air-On, a dynamic Swiss high-technology company delivering innovative air conditioning devices to the European market, we set the operational foundations for its planned, ambitious growth. The project included the definition of scalable and sustainable business processes in a very short time in collaboration with the process owners, assignment of responsibilities, the identification of appropriate tools, and training of role owners. The scope ranged from all primary core processes, such as marketing, sales, production, and delivery, to supporting processes, such as hiring, budgeting, and quality management. As a result, Air-On can achieve its challenging growth targets and meet the expectations of its shareholders.
Click here to download and read the full story (in German)
For Capital Dynamics, an independent asset management firm, we supported the Global Head of Business Development in the strategic repositioning of his division by providing⎯in collaboration with our partner company Focus360⎯sales training to the international sales teams. The training included role plays with video analysis and the identification of most urgent improvement needs.
Before founding New Pace, Volkmar Völzke worked with SAP, the global leader for business software solutions, on improving the efficiency of the European Field Services organization (consulting and educational services) and the global SME division. The work included best practice sharing among over twenty European branches, diagnosis of process weaknesses in local entities, and process alignment with regional standards, as well as dedicated improvement plans and regular follow-up with each of the subsidiaries.
On a global scale, Volkmar contributed substantially to the international rollout of business process standards in all regions and selected countries, such as the United States, Japan, Argentina, and Latin America. Within the business division of small and midsize enterprises, Volkmar worked on the standardization and implementation of efficient business processes in the United States and Brazil.