Each of us is affected by change again and again. If we succeed in actively and purposefully shaping transformations, valuable advantages are generated. But practice shows that successfully mastering change processes does not seem to be easy. Why?


  • No reason is seen to change anything. The problem is not recognised and thus no
    transformation process is started.
  • There is no clear vision. Without knowing where the organisation wants to go in the future, measures taken fizzle out in sheer actionism.
  • A vision has been defined, but no concrete goals. Although the direction is known, the
    organisation veers off course.
  • Vision and goals have been defined, but there is no idea of how the implementation could be done and/or there is no ability to realise the implementation.
  • Attempts have already been made to drive a transformation process. However, all projects have come to nothing and remained without any noticeable effect. Instead of sustainable change, unrest and uncertainty prevail.


For a successful transformation and tangible change, heart, head and above all a change-oriented mindset are needed. Only when recognition, ability and willingness come together a change process will be successful and lead to sustainable results. This insight influences the methodology and design of the Talenthelden Journeys and thus creates measurable added value.


  • Getting to know self-determination, ownership and self-responsible  learning/further development.
  • Binding form of transformation – no workshops, no mumbo-jumbo, but concrete, individual development.
  • Mix of different formats such as 1:1 coaching, time for self-reflection and interaction with the work environment.
  • Systemic effect – on each Journey there is interaction with about 20 other people who are not on a Journey themselves.
  • Sustainable change beyond the duration of the Journey – through binding planning and implementation of concrete change.
  • Individual involvement from creating awareness to company-wide rollout and  implementation of strategic goals.
  • Measurable knowledge transfer is made transparent through subsequent evaluation.

Use Cases

New Learning​

Support in the reorganisation of continuing education in an international trading company.
Situation/task: In view of a changed labour market, a strategic reorientation with regard to a company-wide learning culture is necessary.

Result: Increased employer attractiveness through a change in internal training with a focus on self-directed and workplace-based learning.

Strategy Enablement​

Supporting the change process at a hidden champion in medical technology
Situation/task: Based on a strategic concept "Vision 2025", we accompany defined target groups with the aim of raising awareness, support and implementation in the business areas concerned.

Result: Reduction of average project duration due to increased productivity. Improved communication culture through mindset change. Achievement of the strategy targets.

Leadership Development​

Support of the potential management process at a toy manufacturer.
Situation/task: Higher retention and identification with the company, its goals and values as well as an improvement in the leadership culture by increasing communication skills and interaction.

Result: Reduced staff turnover in relevant positions. Higher proportion of women in leadership positions. Reduction in average project duration due to increased productivity.

Diversity Mindset​

Global cultural change at a market leader in mechanical engineering
Situation/task: Industry-specific changes require culture change and more diversity. Accompanying the workforce to increase awareness and empowering them to implement the cultural change through newly learned and applied behaviour.

Result: Increased awareness and noticeably changed behaviour of managers and employees. Reduced staff turnover in key positions. Changed policies regarding diversity.

Which use case would you like to learn more about?