To stand out from the crowd in today’s competitive business world, it is essential to act in a customer-centred way. Consistently practising customer centricity is the magic word. In this case study, you will learn exactly how this can be achieved.


A customer-centred approach to the job

This year, we enjoyed an assignment that put our competencies to the test, for once in the medical sector. On recommendation, we received a request to conduct a qualification in project management.

As we know, it is important to us to find customer-centred solutions, so we used the Design Thinking approach. Design thinking, as the name might suggest, is not just for designers. Rather, it is a process, toolbox and attitude that even the most traditional thinkers can adopt – or we can 😉 .

The problem-solving approach, design thinking, focuses on understanding and considering the needs of users to create innovative solutions. It usually includes the following phases:


Listening and meeting the client where they are at the moment

In the sense of “understanding” and “observing” – the first steps in Design Thinking – we held discussions with the client. Not only to shed light on the assignment, but even more so to sense their needs and pain points. In the process, it became clear that the client was fundamentally interested in transforming the existing classic qualification format. Instead of exclusively full-day seminars we went for innovative approaches, beyond the mandate of conducting a qualification. Building on empathy, we opened up incentives for them to think in the direction of hybrid learning journeys or camps, which are, among other things, our passion.


Opening up new paths and orienting the customer

To ensure that the proposed concepts did not remain foreign words for our client, we created a rough design of a hybrid learning journey. The presentation of this in a joint discussion met with enthusiasm. This verified the reformulation of the client’s problem – the step of “defining the point of view” in design thinking.


Putting our heads together in a creative and competence-oriented way

Always oriented towards the needs of the client, we generated creative ideas and potential solutions for a comprehensive qualification concept in brainstorming during our Lunch & Learn meetings as a team. The basis for this was the design of the learning journey agreed with the client in the design thinking step “finding ideas” as well as the competence approach of wanting (motivation), knowing (cognitive knowledge and skills) and being able (applying the skills and abilities in real situations).


Creating exceptional customer experiences with a focus on needs

A few weeks and iterations in the team as well as with the client later, the “prototype” of design thinking was ready. An overall concept that provides qualification units for all competence areas. To ensure a positive experience and even more an experience for the client and the end-users, we built special features that are client-centric. Self-learning modules with multimedia related links allow participants to acquire knowledge at their own pace and in their individual preferred learning style. Various hybrid units place an increased focus on peer group building and community learning, which enables the exchange of experiences and mutual support. The real-life cases of the participants used in the application exercises facilitate the subsequent transfer of what has been learned into everyday working life. All in all, the learning journey is varied and exciting.


Feedback, feedback, feedback is the motto

Now, in the “test phase” of the Designing Thinking, the participants are working diligently on the implementation of the Learning Journey. Close coordination and feedback with the client should enable continuous improvement of the qualification. Opportunities for improvement can be identified and the Learning Journey units can be adapted if necessary.


Our conclusion

Once again we were able to experience the feeling of client trust. With sensitivity, we were able to sense the needs of our new client and understand their business requirements and challenges. Thanks to the customer-centred solution options, he showed himself willing to go down new paths of qualification together with us. Regular discussions allowed us to include the customer in our conception phase and to always capture and consider his opinions. In this way, we were able to find the best possible solution for the client. Even after the first implementation steps of the Learning Journey, in which both the client himself and other employees participated, we met a satisfied client. We remain curious about the further experiences!

Concepta…what? You’ve probably never heard of a conceptathon. This brand new future format of New Learning comes directly from the TCJG forge and is full of teamwork, collaboration and visible end results.

This workshop design has its roots in the agile world and follows the approach: learning by doing. Within three days, concepts for pre-defined cases are developed in small groups – intensively and innovatively. Alternating between short inputs, units, and workflows according to the sprint logic and pitches of the interim results. Everyone can play to their strengths and push themselves out of their comfort zone. Everything for the grand finale, the final pitch and the opportunity to learn how to deliver quality conception work quickly.

We were able to prove in our pilot that this does not only mean spinning heads and hard work, but is also really fun!

10 people worked for three days on three different concept challenges and the results were overwhelming: multi-media, complex, agile and with a lot of heart and soul.

We’ll take you on a little Conceptathon journey and sum up at the end.

And if you want to learn more about the future format beforehand: You can find our blog here.

At the Conceptathon, we didn’t hesitate for long. We took enough time to arrive, meet the group and define our expectations and goals (TCJG top tip here: Expectations and goals are perfect as a task in the run-up; the group already deals with the topic of conception and the anticipation of the workshop rises), but we also quickly got to the part that everyone was looking forward to: the presentation of the cases and thus the kick-off of the Conceptathon.

In the case groups, they first familiarised themselves with their own task, did research (also with the clients as interview partners), then, after inspiring input on the topic of goal definition, formulated it (a step that many have always liked to skip in the past) and bundled and expanded the collected findings in a rough concept.

Aha results guaranteed

This is where the first aha experiences took place: The change of perspective presented the first challenge to one or the other. To empathise with the client(s), to ask the right questions and to explore the case without immediately finding a solution was a task that our participants sometimes had to work hard at. Their heads were already bubbling over with creativity and ideas – then taking a step back and looking at the requirements can be frustrating, but it is necessary.

The results then spoke for themselves: our groups were able to get to the heart of their cases and prepare their rough concepts in such a way that creativity could be given free rein on day 2 – without having to deal with legacy issues from the previous conceptual step.

And there was something else we learned: The templates and small aids we prepared for our participants served us well during the event. They provide orientation and give the group the chance to concentrate on the essentials: Conception.

Even after the event, the team spirit continued to be fuelled: over pizza and vino, we laughed, exchanged ideas and recharged our batteries for the next day!

Day 2 – Conceptathon – the creative minds are activated

The group started day 2 highly motivated, and things got off to a dynamic start, because we wanted to fill our concepts with life.

But first the theory: together we worked out which methods, formats and media we could best use at which point in our learning structure. What achieves the greatest effects? What helps us reach our goals best? What out-of-the-box possibilities have we not yet considered?

This got the creative heads activated and prepared them well for the rest of the day. It was precisely these results that could be used for the further development of the cases. The participants were able to be creative in their fine structure, use funky formats and work out architectures with great attention to detail.

Intensive work units with clear objectives, feedback sessions and slack time alternated again and again. We were amazed at how many ideas we could spin together in such a short time and, thanks to the previously prepared structure, steer them in a productive direction.

In the evening, the creative work continued: even the rain couldn’t stop us from having a BBQ. So the grill master got a roof over his head and the group set up the buffet indoors. With homemade salads from the team and conversations about things that are currently on our minds, it tasted even better.

Day 3 – Conceptathon – The Grand Finale

The grand finale – but by no means was the air out!

On the last day of the Conceptathon, our participants really stepped on the gas, put the finishing touches on their concept and produced material.

The final pitches and presentations of the concept consequently had it all: from 360° videos to trainer guides for workshops and passionate explanations, everything was there, and our participants set off a real concept firework!

Of course, it was difficult to decide on the best concept, which is why we quickly declared everyone a winning team and celebrated our new team spirit together with a visit to the wine bar!

Our event was rounded off with an intensive reflection on the last few days. What did the participants take away? What will they do differently now? Were they able to achieve their goals from the beginning of the event?

One sentence in particular stuck in our minds: “Now I finally know what should really matter in my job!”, one of our participants openly shared with us, thus giving us high praise.

We said goodbye as a team, as conceptathonists and with a lot of motivation for our next concept work!

Our conclusion: A future format that makes fun!

Our conclusion for the Conceptathon is entirely positive: It really is a future format that is fun!

With a lot of creativity, collaboration and dynamism, it helps teams to set a focus and get down to work in a short time. A conceptathon is suitable for a wide range of topics, strengthens individual competences and produces immediately visible results: finished concepts.

Our Conceptathon already had kids. See here the Main-Donau-Isar Projekt.


Would a Conceptathon be something for you and your team? You want to see visible results quickly and take your conceptual work to the next level? Then get in touch with us and we’ll realise your New Work Booster together!


Written by: Victoria Durner

You create the future!
This is something we’re good at.



Collaboration, co-creation, lifelong learning, growth mindset – all buzzwords of our time. As different as they may seem, they are all served in community learning – a future learning format. You’ve probably heard this term before, too! But what does community learning actually mean?

Community Learning – a future learning format

Community learning describes a collaborative learning format. In informal learning groups, knowledge is acquired, exchanged, discussed, and generated online. It thrives on self-organization and the idea of community. Especially in times of remote work, this is very much in vogue. The community comes together on a provided platform and is encouraged to work on different tasks. For community learning to be successful as a supplement to your existing portfolio of training formats, it is not enough to simply create the space, but a certain degree of control is also required.

Join us on our journey!

We’ll take you on a little journey and share our best practices on the path to learning success through community! In the end, you can decide for yourself whether community learning is an overbearing evil or a future learning format for you!

1. Define target group

We start at the center of every learning journey: the participants. The target group is essential for community learning. Do the participants already know each other? Do they all have the same role or do they take different positions in the company? Is cross-team collaboration already practiced? To what extent is the group familiar with technical platforms in everyday work?

We ask ourselves these questions before planning any community learning. To achieve real added value for the participants, we try to support them in strengths. While we also challenge the group, we try not to put further stumbling blocks in their way with frameworks such as platforms or the like.

Before the group ventures to work on tasks, it is advisable to open the space for them to get to know each other. In an informal context, participants should also be able to discuss personal matters and thus lay the foundation for group cohesion and activities. If this is not possible in a face-to-face setting, platforms such as offer a playful and easy virtual alternative.

2. Align learning content

Community learning is new, hits the zeitgeist and can achieve enormous success. But only if it is used for the right topics. Setting up a learning community for every topic or area of knowledge to be imparted will hardly lead to the desired result and will at best leave participants and organizers frustrated.

Therefore, think about the goal of your learning journey, learning unit, or work assignment beforehand and adapt the formats accordingly. If your topic is not suitable for community learning, switch to other tools, because as so often in life – it’s all in the mix!

3. Select platform

Our path to successful community learning now leads us to structure. When it comes to the question of where best to host the learner community, the simplest solution usually yields the best results. Do you already have a platform that participants are familiar with? Does your organization have a format that meets all requirements, such as privacy and security? If so, it is best to use what is already available and adapt your community learning concept if necessary. Also, focus on one platform and avoid confusion by using too many different systems. Remember, it’s all about sharing and content, the platform only creates a comfortable framework for learners.

4. Assemble the team

The success of community learning is, of course, largely dependent on the learner group. But the organizational team also plays an important role. On the one hand, it is important that the participants always talk to the same people. This group of people should be as small as possible and limited to a maximum of 2-3 team members.

On the other hand, the introduction and implementation of community learning is time-consuming and, above all, time-critical. Depending on the intensity and size of the group, it can take up to 30 minutes a day, but in most cases a few hours a week will suffice.

So, when putting together your orga team, make sure you have enough sustainability and commitment.

5. Intensive introduction

It is important to make it as easy as possible for everyone involved to get started with community learning. A comprehensive introduction to the plan and the platform for the endeavor is therefore essential. A mix of media can be used: an onboarding webinar, video tutorials, collaborative FAQs, and tips and tricks summaries can all help participants and contributors get started right where they are.

6. Tasks and Timeline

The alpha and omega of a learner community lies in structured planning. Take the time to prepare the individual posts in terms of content and timing. Important points are:

  • Scope of the task: How time-intensive is the community learning task? We recommend about 15-60 minutes of effort per task. More intensive sessions should therefore fall during times when the learning journey requires less input from participants* (e.g., when there are no (virtual) workshops). Also consider the organization’s annual cycle (e.g., year-end business vs. summer slump).
  • Distance between tasks: Don’t overload your group with too many tasks in too short a time. Instead, leave space for participants to be active themselves and share insights or interesting articles.
  • Flexibility: Having a plan is important. However, you should not stick to it at all costs. Is there a hot topic in your organization right now? Take it up in the community! The annual employee talks are coming up? Give your community task even more practical relevance and enrich the work that the participants do in your role with a nugget from your learning journey!

7. Use media correctly

As in most fields, variety is the key to success! We’ve had good experience varying the media we use to populate our community learning platform. It’s always best to keep in mind what the goal of the message is: want to put out bundled information about an event? It’s best to use a written post for that. Want to do a little temperature check with your group? How about a video? Want to put out a teaser on a new topic? Why not try a podcast?

In the same way, participants* are also encouraged to use different media and formats. You can also encourage them to be creative in potential tasks that you want to intersperse.

8. Interaction

Interaction is the most important component for the success of community learning. This means interaction between the organizational team and the group as well as between the participants.

Community learning – a future learning format – thrives on collaboration, communication, and discussion in interaction.

Therefore, consciously plan time to not only follow what is happening on your platform, but also to like and comment. Ask (back) questions and get the conversation going should it stagnate. This may sound like a lot of work, but in the age of social media, it’s easy to do and adds value for the learner group.

9. Praise and criticism

Before we end our journey, let’s talk about feedback. Feedback is a valuable community learning tool. Coupled with direct approach, this is where we have had the greatest success.

If you notice that activity in the Learner Group is declining, it’s helpful to ask openly and casually where the community stands right now, what’s going on, and if there’s a specific reason for declining contributions. This can also be combined with a call for more participation. So you give feedback, but at the same time you ask for it.

Another approach is to positively highlight particularly active participants and thank them for their commitment to the group as a whole. We were surprised how motivating this was not only for the participants who received the positive feedback, but also for the rest of the group.

So give it a try and see what works best for your target group!

10. Celebrate successes/milestones

The last stop on our journey to successful community learning takes us to a particularly pleasant point: celebrating successes. Celebrate even small milestones with your group, such as a successful (virtual) workshop, the conclusion of an intensive phase in day-to-day business, or the end of a learning segment. Be surprised by how much positive energy, team spirit and motivation result from these small moments!

Our conclusion

That was the road to the successful implementation of community learning. It was sometimes steep and rocky. It required planning as well as flexibility and an investment of time and brainpower. But the outlook was well worth the journey: We look back on a sustainable learning experience, an expanded network and a group that has found joy in further development and exchange. For us, community learning is clearly a future learning format!

What do you think? Would you like to integrate community learning as a format into your organization? Feel free to contact us at for assistance!


This case was written by Victoria Durner.



In today’s world, B2C business is confronted with enormously high expectations from its customers. These expectations must be met throughout the entire customer journey, especially in stationary retail. This raises the question of where added value can be created when the well-informed customer already knows everything. One possible answer is to open up an experience space and present yourself as a host. A host for customers.

Mindset Change in stationary retail

A lot has happened in recent years since omnichannel has taken hold. Today, it is a matter of course that customers are provided with full 24-hour support via a wide range of virtual and live channels. Services such as 24-hour shopping, chatbots, personal round-the-clock telephone support, and even parcel couriers who contact customers when no one is at home or collect the unwanted product, are currently standard.

These experiences determine the demands of today’s customers in their purchasing behavior. This has a significant impact on retailers and their employees. The times when a “Can I help you?” or a “If I can help with anything, just get in touch” were enough are over. Now it’s about picking up the customer where he or she stands and creating an experience. Make the customer feel welcome and in good hands. Being a host for customers.

This calls for a mindset change among people in stationary retail.
But what does that actually mean: being a host for customers?

From concierge to host for customers

From the hotel industry, the role of the concierge is well known. A concierge fulfills the most individual wishes of his customers. He does not sell a product per se, but a feeling. The feeling of hospitality. In other words, he takes on the role of host and ensures that the customer feels at home from the very first second. The stationary retail for luxury and premium products has adopted this concept of the concierge. Today, employees are no longer just brand ambassadors, but also hosts who create experiences for customers.

This is a job enrichment and it requires the expansion of the skill set.

In this case, a multi-modular Learning Journey over a period of 3-4 months has proven its worth. TCJG has developed it on behalf of a client and has now conducted it several times. For hosts for customers.
Including the stages: Mindset, Skillset and Toolset. With virtual and face-to-face workshops, a learner community, self-learning and learning-on-the-job units and at the end a best-business-practise-sharing.

A journey of self-awareness towards becoming an individual host

Arrive, observe and understand

It starts with a webinar where all prospective hosts:in get to know each other and learn the itinerary. It is led by a host for customers. For his host-customers.

In the first phase, the participants make their own observations and collect stories with personal host experiences. In addition, self-learning material is available that provides orientation on concepts such as customer centricity or contact and relationship management or even the needs of customers today.
Sharing is caring, therefore they share their thoughts with the fellow participants in the community and reflect their impressions for the first time with a coach. The goal is to understand the customer, their own role or even expectations and possible appropriate behaviors.

Experience, discover and try out

Then the participants meet for a 1.5-day experience-oriented presence workshop. The goal of the live workshop is to develop a coherent understanding of the role of the host and to build competence in creating exceptional customer experiences.

The participants go through a variety of interactive exercises and reflections. For example, there is a rally with mini-sessions on skills and behavior in contact and communication situations. Or a course where, among other things, simulations take place with actors who slip into the role of customers and realistically re-enact various customer situations. The participants receive direct feedback from the actors on their behavior. The creative unit, in which host avatars are created by many hands and with heart, is particularly appreciated.

The highlight is certainly the experience of being received and cared for by hosts as a customer at a dinner. In the process, role models are reflected. Legendary are the hosts’ stories in an informal round, with which the evening ends.

Deepen, share and celebrate

After the workshop, it’s a matter of putting what you’ve learned into action. As a host, this means creating exceptional customer experiences in the workplace. The participants not only consolidate the skills they have acquired. They also act as role models and mentors for other colleagues in their own retail business over a period of around 6 weeks. They share their experiences with peers. Tips are welcome. In this way, they succeed in internalizing the attitude of the host, acquire special skills in communication and contact behavior with customers, and mature into hosts for customers.

At the end, the best business practices will be contested in a collegial competition. All participants pitch their best practices for a “Host for Customers” award. It is clear that there can only be winners. In any case, everyone celebrates the completion together.


What do you think, would the role of a host also be something for the people in your organization?

We look forward to exchanging ideas.

Please contact us.

This case was written by Katharina Popovits.

Last week, I was able to accompany a presentation event as part of a Leadership Journey. Following C & Co and the current hybrid trend, the group had been on a virtual learning journey for quite some time. Now a “real day” was on the agenda. And it made one thing, actually only one thing, clear: the importance of physical encounters for one’s own emotional balance and hygiene, which is so significant. The power of emotions.

Remote, yes but …

The touchpoints of the Remote Learning Session so far were great after all. They were interactive in design and of course offered break out sessions for a more in-depth exchange. Energizers and lots of exercises addressed attention and provided experiential learning experiences. The addition of pre- and follow-up tasks to the workshops and the reflection of results in peer groups rounded off the New Learning approach in an ideal way. The topics were not lacking in appeal: “Leadership Personality”, “Leading Self” and “Leading People”. Obviously, everything was offered that is considered useful for successful learning in the virtual space today. Actually. What was obviously underestimated was the power of emotions.

Presence is more than virtual

As it turned out last week, despite all the didactics and diversity, something essential was missing: the emotional experience that only presence makes possible.

This became immediately clear. Even the first meeting was different than in the virtual space. More cordial, more open and more alive. All participants were there and only concerned with the here and now.
The exercises also had a noticeably different quality. Dialogue and exchange emerged instead of the naming of individual points of view. Some things that had already been discussed remotely appeared in a different space of meaning in a very short time.

The power of emotions became especially clear when one participant had gathered enough strength in the afternoon. She/he opened up with her/his Pains and Needs and all the emotions accumulated during the Lock Down. The connection and closeness experienced in the group on this “real day” allowed her/him to show what really moves her/him.

This was an incredible relief for her/him and a special gift for the team. Within a very short time, the culture in this group was enriched by the possibility of being able to bring in emotions. This led to a shift in connectedness. And gave a special example of what makes a leader today.

Emotions light in two-dimensional space

What exactly was different than in virtual space?
It almost seems as if the real space enables 3-D emotions. I.e. emotions can be perceived or experienced more intensively and thus make an excellent contribution to finding a solution.

In virtual space, on the other hand, we are dealing with a kind of 2-D emotions. Here we can influence well from the outside and e.g. inspire or talk about possible emotions. Perhaps also experience joy or frustration. But it remains on a “flat” level, it remains with individual parts.

The physical space could be described as “the whole is more than the sum of the parts”. An ideal place to let the power of emotions take effect.

Presence is irreplaceable

As much as I, we at TCJG now appreciate hybrid formats and intensively focus on corresponding Learning Journeys, this experience made it clear to me: presence is a magical space we cannot do without when we talk about sustainable Learning & Development.

Virtual sessions also have special possibilities that we should not miss.

It is the mix that makes the whole thing work. That was obvious. But now we will certainly consciously sprinkle a pinch of more presence into our Journeys again. And use it even more actively: the power of emotions.

This case was written by:
Eva-Maria Danzer


About two years ago, Eva-Maria Danzer and Barbara Wietasch exchanged their experiences on leadership and transformation. This led to the development of the Shared LeaderShift model. The approach to leverage the transformation of organizations through shared leadership. Just as the first practical tests were about to start, the pandemic entered the scene. So Shared LeaderShift had to rest for a while to prove itself in practice. But now we are starting with it: Shared LeaderShift in experiment.

Shared LeaderShift Deep Dive

First, let’s take a look at the model. What exactly distinguishes Shared LeaderShift? The idea behind this approach is to divide leadership among several shoulders and then provide it in cooperation. Unlike already familiar models such as job sharing, the idea is not that several, usually two, people share one leadership role. Rather, there are several leadership roles, each of which is performed by different people.

Shared LeaderShift is based on four different roles: the actual leadership is shared by three roles – the People & Culture Lead, the Team & Performance Lead and the Customer & Value Lead. They work together in the day-to-day business and deliver leadership performance together and at eye level.
These three roles are supplemented by the Purpose & Strategy Lead, which, following the model, is not performed by one person but by a team across the organization.
Here you can find a video showing how these roles work together in the company.

Shared leadership is on the rise

The model developed by Barbara and Eva has in theory already proven its future potential. For some time now, they have been popping up everywhere on shared leadership models. Currently still increasingly at home in job sharing. However, now also increasingly – coming from the agile world and from Scrum – in approaches with actually shared leadership roles. Especially in the IT environment, the People & Culture Lead has already established itself as an independent role. Examples can be found in this podcast, in which  People & Culture Lead reports on her role, and in the current video from bonprix, part of the Otto Group.

What makes Shared LeaderShift unique

However, Shared LeaderShift (SLS) goes well beyond the approaches mentioned here. Two areas in particular should be highlighted:
The role of the Customer & Value Lead, which gives the customer a permanent place in the daily business of leadership and thus expands leadership to include the external perspective. I.e., every mini-leadership team is already cross-functional as well
The interface of collaboratively and equally provided shared leadership to the corporate culture (and here then also the Purpose & Strategy Lead).
The SLS model is based on collaboration and cooperation as core values. Every decision in the leadership team is discussed and found together. This not only creates harmony in external perception, it also provides a role model for self-organization and decision-making.

Shared LeaderShift in experiment

Sounds innovative and inspiring. It seems conclusive in principle. However, it also raises questions such as:
– Doesn’t this approach require a lot more resources, i.e. don’t we have then three FTEs in management instead of one?
– Doesn’t this create chaos? Whom are the employees supposed to address then?
– Isn’t it incredibly time-consuming to make all decisions together in the management team?
– What conditions must be met for this to work at all? Are managers capable of this kind of leadership?

We think these are justified questions that can only be answered by testing them in practice.

And that is why we have now set out with Shared LeaderShift as an experiment at The Company Journey Guides.
Over a period of 6-9 months, we will practice SLS in our team.
Since August, we have taken the three roles in operational leadership and are currently adjusting to it.
As the consulting approach of Shared LeaderShift suggests, the work in the leadership team is done under guidance or supervision.
We will share our experiences from time to time in further TCJG Cases and finally evaluate them.
The initiators of SLS, Eva-Maria Danzer and Barbara Wietasch, will make their findings available in a further white paper on Shared LeaderShift.


More on the topic also in this TCJG blog: From Leadership to Leader Shift


Virtual celebrating has taken a big leap in the last year, but, how do you celebrate virtually? How do you achieve all the emotions we know from celebrating in real life and set a milestone? That’s where you have to go one step further. Dive into the world of virtual celebration with one of our projects.

The world of virtual celebration

Having circumstantially virtualized every communication with clients and also our workshops due to Covid-19, we were about to hold a graduation ceremony of a 24-month leadership development program with 34 participants in a virtual format. The graduation of such a great program deserves a celebration. The participants need a celebration. A great celebration. Virtual.

Normally, the graduation ceremony would have been a very festive event, with a dinner over several courses, a suitable wine accompaniment, a certificate award ceremony, and speeches held by the CEO and other senior leaders. But how do you “translate” such an interpersonal gathering together with all the important and also powerful emotions into the virtual world? The virtual celebration – one step further.

The organization of the virtual celebration

When we set about designing the virtual celebration together with the client, there were no limits to creativity. The only question was how do we achieve an event feeling in the virtual world?

Since the entire executive program was already hosted on MS Teams, we again chose MS Teams as the event platform. In order to be able to use all Teams functions, such as chat, access to documents, without restrictions, we invited the participants to our Teams environment. We sent out a detailed description with screenshots and conducted a technical check call with the participants to test all call functions.

With a caterer, the organization of a suitable exquisite setting took place: One menu. At home.

So that all participants can celebrate together with their family, we decided to let them participate in the dinner. The participants were sent pizza kits the weekend before the virtual celebration. The idea of having the whole family create and bake their own pizza was well received by both participants with children and singles who invited their friends.

Of course, the drinks were also chosen carefully – a survey on the participants’ favorite drinks was conducted in advance.
The virtual celebration – one step further!

The official part of the virtual celebration

In the finale of the qualification journey, the participants pitched on Best Business Practices. During the official part of the celebration, the 12 people on the shortlist and the 6 winners were revealed. The CEO, the Program Leader of Leadership Development and also the Operations Lead gave speeches that emphasized the appreciation for all participants and the importance of the program for the company.

…And finally it was time to open 34 boxes. There were always 9 names called, who opened their box live in front of the camera and also held their gifts in the camera. The joy evident on the faces was great. And what was in the box? – A personalized certificate, a glass pylon specially designed for this program, and each participant’s individually preferred drink for the occasion.

Pride, enthusiasm, joy, applause, emojis and shining faces – all of it visible at the same time. Screenshots upon screenshots were taken – the photos of the new world. The emotion was there, you could almost touch it. The virtual celebration – one step further.

The informal virtual celebration

After the formal ceremony was over, all program participants had time to reflect on their impressions and change into smart-casual. Then the virtual celebration started. Time and location: 7 p.m., with a drink, in the main room. Music was on from the start.

Six rooms were prepared on MS teams, each with different motto: The Lobby, The Irish Bar, The Open Air Lounge, The Late Night Terrace, The Modern Beer Garden and Light Forest Open Bar. Everyone could “hop” from room to room throughout the evening and spontaneously meet with other participants.

In order to create a realistic visual experience, each participant had received a picture of the respective location in advance, which they were to upload as a background image and change depending on the room they were in. In addition, a drink in the hand, Snacks from a Snackbox beside, much laughter, fun and joyful memories.
That’s how it works: the virtual celebration – one step further.


May we also assist you with your virtual celebration?
Please contact us. We are here for you.


You shape the future.

This is something we are good at.


On our Company Journey, which will be shaped by COVID for a considerable time to come, adaptation has become a key factor. Not just a key to survive, but a key to succeed. And although this refers to anything and everything, we are focusing on virtual – virtual meetings and remote working.
A technology boost is obvious, and according to a McKinsey research, it has brought us almost 5 years ahead. Virtual technology – fast forward.

Into the virtual world with MS Teams

TCJG has a few years of experience with virtual formats. With the first lock-down, we immediately switched to digital formats. And tested a lot of tools in the process.
Microsoft Teams have quickly gained a central place, as they are well represented in the world of our customers. We design interactive virtual workshops with this tool with over 70 participants in the plenum. Within a few minutes the participants change into small groups to work on individual tasks and to exchange ideas. Here, both ideas and files are exchanged. It’s like going from one meeting to another and then seeing your colleagues again in a large conference room. Only digital. The power of break-out rooms. Virtual technology – fast forward.

Arrive in virtual format – before the actual session

In order to ensure that the virtual workshop runs smoothly for each participant, we encourage so-called “technical-check calls” before the actual virtual workshop. We have learned how valuable it is that all participants feel familiar and comfortable with their (virtual) environment, both in the main room and in the breakout rooms. And also with all the collaboration tools we want to use in our workshop, such as a whiteboard or survey tools. In short, the options and possibilities of Microsoft Teams are presented by the facilitator and immediately tested by the participants. In case of a problem, this can then be solved before the workshop starts.

And then in the actual session – there’s some action going on

By adapting the technical aspect in the Microsoft teams, we ensure that the workshop itself runs smoothly. We can now focus on participants and content and offer a real virtual experience.

Apart from seeing each other on a screen, we are able to quickly exchange links, data, ideas, questions or a smile simply by using the Microsoft Teams Chat option during the workshop.

Various plug-ins allow us to tailor our meeting or workshop to our exact needs. By adding a Wiki tab or a OneNote tab, you can quickly take notes, create documents, share thoughts with your colleagues and then present your ideas graphically by adding whiteboard tabs such as InVision or Conceptboard. In our workshops, the Conceptboard has proven to be a great collaboration tool – user-friendly and with great presentation possibilities. Together with the use of the Mentimeter, we encourage participants to get involved and be active in a workshop.

Not as observers, but as participants.

And then, after a few exercises and the exchange of ideas, it is time for a break. And what would that break be without a little music or a nice video on the screen, just until we meet again and continue with the workshop. Virtual technology – fast forward.

Our tip: If you are a presenter, there are some great new options such as Spotlight Option – choosing a video (including your own) as the main video that all participants will see. Pretty cool.
Virtual technology – fast forward.

It goes even further – there is always something new  happening.

There are also some quite interesting announcements about current Microsoft Teams developments, such as Meeting recap option – which allows recording the meeting, transcribing, chatting and sharing files in a meeting chat for all participants of the meeting.

The new Together Mode and Custom Layouts option should take this virtual experience to a much higher level. By creating new visuals, we should feel like we are actually in a workshop, seminar or café. And with Custom Layouts we will be able to see a video feed and the presenter at the same time. In this way, participants can follow the material and see the facial expressions of the presenter as well.

The existing Together Mode is available for a minimum of 4 people in one session. As soon as 10 or more participants are present, a large gallery option can be selected.

Virtual technology – fast forward.

We have to agree that our routine, our daily life, has changed. With each day we discover more and more possibilities. New, incredible developments in the virtual world are happening fast forward. The future is happening now. And the question is – is reality changing into virtual or virtual into reality?

You create the future!
This is something we’re good at.



For some time now, the minds have been divided when we look into the future. Who or what will make the race? Machine or human? Or to put it better: if the machine, if digitalization takes its place – where will the human be? What remains of the human being? Where is his sweet spot?
Well, if human, then humane.

Digital determines the frame

The inspiration for this somewhat different case came from a recent experience. It was about a virtual pitch. A new external partner in the area of leadership development was to be acquired. In COVID 19 times such sessions are done remotely. And that has certainly its advantages. Especially in the scalability. More stakeholders can get an impression in less time. The decision is based on a broader data basis. A clear point win for digitization.

In the pitch, eight representatives from the client side were in the conference call. There were two of us: more participants seemed inappropriate for the short time frame. Everyone should have their own room – especially the potential customer.
A small window on the PC shared by ten people and a slide.

Remote and human

Meanwhile it is familiar to us, the calls with the 2-150 participants in their little windows. And yet these encounters are foreign to us as a result of our socialization. Especially in this new pitch application.
How should one behave there? When do you say what? What exactly do you say? What do you do when you don’t say anything?
First, you have to find your place in the machine. Until then, it is probably best to remain “neutral”.
With the conclusion: 10 static images meet. At the presenter a slide faces a human being. And 9 watch. Few people, a lot remote.

Communication in virtual space

One would not describe this as human. Something is missing. When communicating in virtual space, the atmosphere in the room is already missing due to the remote situation. If the communication channel “body language” is closed now, we are already quite close to machine language. And somehow it doesn’t really jump over. Nothing is created, except data transmission. In the case of a dialog, there may be mutual data transmission.

And the human being…

None of this really does justice to him. Deep down, he is insecure. He is missing something. The “nuances”, the reading of facial expressions and gestures and the interaction directed towards them. The magic that can arise from interaction and the appreciation that is felt when a reaction to self-expression takes place.
That would be human. According to the human being. If human, then humane. A member of the said pitch has done just that. Sometimes smiled, then pointed his thumb up or shook his head once. How wonderful. A feedback.

If human, then humane

The named pitch showed what characterizes our time. Indeed, this kind of interpersonal encounter cannot only be described in virtual space. There are several cases, also in direct contact, where we humans are next to each other instead of with each other. Where there is simply no reaction to emotional statements. Where neither body language nor the word is apparent.
That is digital, factual and neutral.

If it is to be alive, moving and emotional and thus human, which does justice to the human being, then it would be advisable to check and align your own mindset.

In which attitude do you enter into (virtual) contact with the other person? What is good for the other person/system? What promotes the development of the highest potential in the situation? What can one contribute oneself to make a spatially and/or objectively distanced process “human”? How can one’s own liveliness be expressed?

From the passive attendee to the active co-creator. This does justice to the human being. If human, then humane.

You shape the future.
With us it works well.
From person to person.





In the spirit of COVID19, Onboarding Remote is currently taking place. In this case two new TCJG guides share their individual, personal experiences with getting to know each other, arriving and taking the first steps on a purely virtual way. True stories about a whole new journey.

Delayed start due to lock-down

It is exciting to start a new job, which involves unfamiliar situations, new co-workers and new projects. …but it becomes even more exciting when you start from a distance and virtually without seeing anyone from the company in the “real world”. Onboarding Remote is what we call it. There we are, Gina and Katharina, who both came to TCJG in Munich during the Corona lock-down. We are both grateful that we were able to take on a new role at a time when most companies are reluctant to hire someone…. “Originally I was supposed to join TCJG in March, but because of the start of the Corona outbreak, this date was postponed and I started in May. This was already an extraordinary challenge for me, as I was not sure if there would even be a chance to join the team. The whole time, from March to May, I stayed in contact with Eva. Our communication was always transparent, open and friendly. That means a lot to me”.

Then just completely without “live”

“I had a completely different start. In fact, I got to know Eva during the Lock Down in a webinar that Eva and our strategic partner Barbara Wietasch held on the topic of “Shared LeaderShift“. The two presented a new leadership concept for organizations that I found unique and had never seen before. I contacted Eva directly after the webinar to see if she was interested in working with me to test this concept with companies. While we got to know each other better, Eva offered me to work in her company. And here I am.”

The first days with Onboarding Remote

On the first day we joined, there were many question marks over how this would work. We both had experiences with Remote Work, but this way of working was completely new for both of us. We asked ourselves how we could prepare ourselves and how we could make this situation as positive as possible. The first week of virtual collaboration with Eva and the team went very smoothly, as it was very structured and well organized: We started every morning with a team call via Zoom, where everyone outlined their current personal situation and their daily goal. We also got to know each team member over a virtual cup of coffee and had short virtual onboarding meetings on MS-Teams with Eva, who introduced us to the company’s vision, customers and projects. All this allowed us a smooth transition into the team, work tasks and work culture. We very quickly felt welcome and included by everyone. This was also helped by the fact that we always had a call at lunchtime where we learned together.

Interpersonal vibrations also come across online

At the beginning we also had a personal conversation with Eva. “I saw Eva for the first time in my life when I came to sign my contract and picked up my laptop in person at the office… It was a nice meeting. I was surprised when I realized that we had the same interpersonal vibrations in person as we did virtually. This is a confirmation that human vibes exist in virtual channels even when using the Onbaording Remote”. “I also came to the office once during the lockdown to meet with Eva and pick up my laptop. It only took a few hours and I was able to start working. The equipment, the account, everything was there and ready to go. …“ It was great to learn how we quickly became familiar with the company’s server and virtual collaboration tools. In case we had a technical challenge we could ask our IT support for help. It was quick and easy.”

Live and in color is still better

Having been with the company for almost a month, we all decided to come to the office on May 25th. It was a nice and warm experience to sit at the same table with all our colleagues in the morning meeting and see each other in real life. Another experience, to be physically so close to the colleagues.
It’s not clear what the future will bring or how long we can work in the office, but we are all looking forward to working together. We two “newcomers” have learned from this onboarding experience to accept new situations as they come, in an open-minded, positive and flexible way. As a takeaway for us, we think that we can overcome any challenging situation by being close and communicating transparently: both onsite and remotely.

What we recommend from our experience
The most important finding is that onboarding remote works well when these concepts are followed.

  • Technical equipment (laptop, access to the company server, collaboration tools, etc.)
  • Regular virtual sprints
  • Structured way of communication and information exchange
  • Getting to know each other via video

We thank the TCJG team and Eva who made this experience so positive and smooth for us and showed such an excellent way of interaction. It’s really fun with you here!



Right now, it is sprouting up everywhere – web conferencing. Almost everybody seems to feel called to offer any session. Mostly free of charge and with quite remarkable content. So, the already old format, whose baptism certificate dates to 2003, is experiencing a retro.

But is that really what it takes now to inspire and educate people? There are alternatives.

Webinar or video clip?

The so-called webinar or web conferencing is constructed as learning and information format and offers a two-way ‘communication’. The possibility to comment an opinion or question in the chat does not count as dialogue, but at least some exchange is taking place. This is what this medium has ahead of the video clips that are so popular today. They only stream in one direction but in moving pictures and usually more comprised. Here, the speaker can contribute as a person, make an impact through his or her gestures and facial expressions and, if necessary, also explain something on a board. This is much more diversified than the static view on one person, who looks more or less professional into the camera.

Both formats have one thing in common: The listener’s concentration drops after a short period of time.

Is web conferencing a conference?!

The webinar is called a web conference. Controversial from our point of view. Because what constitutes a conference? Yes, it is about knowledge transfer. And yes, groups are addressed but good conferences are characterized by encounters and social interaction. In addition, a great conference also ensures that the knowledge acquired can be practiced in its application. This is followed by reflection and transfer into everyday life. Somehow the webinar reaches its limits here.

Virtual seminars made by TCJG

We think there are far better alternatives. We have thought the virtual seminar further. At our Hybrid Discovery Workshop, participants come together in groups on a specific topic as well. However, they do not listen to a speaker for a long time.

They are active right from the start. There is immediate participation. Visualised at their own workplace or at the dining table at home. The results are photographed and shared with the other participants. On this basis, an exchange takes place in small groups known as “break-out-rooms”.

Back in the big group we first start with a physical energiser. A video briefly summarizes the topic and during the following break the participants become DJs themselves.

After the break, 1 minute of silence allows to come to rest. Then, there is an appointment with a non-seminar participant for a virtual lunch. Briefly build together a mind map to the next topic and then a 3-minute walk around in the own surrounding. This allows the topic to be penetrated in the mind more deeply.

The results will be documented in the own “visualization space” and then presented to a tandem partner in a Mini-Con-Call. Afterwards a photo will be uploaded on a collaboration tool such as a virtual whiteboard. Now the documentation of the results is finished.

Of course, we also impart knowledge. But we do not tell that story, we let the participants discover and then share it… By providing suitable materials or links (during the workshop, but especially before or after). The participants become experts themselves.

This is what our seminars or discovery journeys look like. This is how virtual learning presents itself today.

Our participants say its great fun.

Especially since they are working on their digital fitness at the same time.


Webinar – it used to be.

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Corona surprised us all and sent us all to the home office together. Even companies and bosses who “work remotely” with labels like “unthinkable” or “unproductive” are now forced to send their employees home. And even worse: they have to work from home themselves. Ironically, the massive restrictions in public life and our radius of movement go hand in hand with new freedoms in everyday working life. Now, as TCJG consultants, we are more often on the move remotely. With customers, on train trips or actually from the kitchen table at home… For us this situation is not so new and unfamiliar. Of course, the time variable of not going to the office not only on a daily basis, but for weeks on end, gave the situation a new dimension. This calls for new rules for cooperation. After all, we are a team and not lone fighters.

#1 the infrastructure

Thanks to our digital expertise and our willingness to experiment with new trends and tools, we had the decisive advantage of a functioning infrastructure. Everyone is equipped with smartphones and laptops. Via cloud systems, Microsoft teams or even the familiar VPN connection, all documents, links and contacts are available at all times. Prerequisite number 1 in the form of hardware and software was already there.

#2 new game rules

As organizational consultants in an agile environment, we have been working with agile meeting formats such as “dailys” or “Scrum meetings” for a long time. Nevertheless, the new spatial distance also creates a need for more structure. We have therefore split up our weekly Monday meeting. Five “Morning dailys”, a virtual check-in and a short final meeting, a check-out give our days a framework. This almost gives a new meaning to the agile word “re-framing”… The following morning procedure has proven to be very nice and personal for our small team: First a short, personal check-in without “professional context”. How am I doing today? What moves or occupies me? What am I looking forward to? Sometimes this is longer, sometimes shorter. Of course, “Corona” was also a topic. At this point it doesn’t matter to go beyond the scope of a 15min- SCRUM meeting. When the need is there. It makes everyone feel emotionally closer to each other. It is a small consolation for the private talks that are usually held over lunch or in the coffee kitchen. This is followed by an outlook on the day’s tasks of each individual. Here also fast possible co-ordination need becomes clear, meetings are immediately specified. We use “individual maps” for our tasks and projects. These are small digital cards that can be easily created in Trello or Microsoft Planner. This way, everyone knows who is working on which tasks. Responsibilities and dependencies are transparent. Even the individual small work steps and timings can be mapped easily and quickly. Our daily closing meetings then follow the Scrum principle. They are crisp and last a maximum of 15 minutes. Nevertheless they are important. All team members maintain a common level of knowledge. This allows us to react flexibly and quickly to changes that occur hourly, especially in these times.

#3 new freedoms

My Learning Number 1 in the home office: Every newly won freedom goes hand in hand with an increase in personal responsibility. Self-reflection, control, and management up to the supreme discipline of self-management are different competencies that build on each other. This is also what our participants of an online learning journey are currently learning at a customer. I, too, have noticed how important structure and self-knowledge are, especially in the home office. I can design some parameters completely freely. For example: what tasks do I set for the morning? Which ones in the afternoon? Other parameters are fixed and give structure to my day. Team calls, webinars or even breaks like lunch are among them. Of course, I’m in the luxury position of only being able to take care of myself. I am not disturbed by children or husbands. A nice example is the viral BBC News Live Interview. In the live interview with a professor in the home office, first both children and then the wife burst. All parents have a need for new home office rules for family members in these times to avoid such scenes. However, I find the private component very charming, which cannot be separated at all from the professional. After all, we are all daughters, sons, parents, partners. And I’ve always wanted to know what’s in my colleagues’ kitchen cupboards and how they are furnished.

#4 new learning

A nice new habit we have come up with at TCJG in our home office. And I really hope that we can keep it up in the post-Corona world. We have introduced a Lunch & Learn. A lunch call, sometimes with external guests, where we teach each other new tools, theories and practices. Digital knowledge sharing at its best! So many project management, collaboration and digital tools I have learned step by step in small nuggets over the last weeks. And applied immediately and integrated into my everyday work. We have also discarded some of them and rated them as “not relevant” for us. And that brings me directly to my last point.

#5 in peace lies the power

A large number of software and tools and the infrastructure that is now available allow us to do almost everything in the home office. Nevertheless, the same applies here as well: with measure and goal. Not every tool, every gimmick or every new software fits into the respective business model or the individual way of working. Despite zoom, teams and Google hangouts, we all need times without meetings. Only in this way can deep work be successful. My wish for the future: a new way of working in which remote and presence both have their place. Thanks to the (involuntary) increase in digital competence that we are all experiencing, these two worlds can now be united even better. Into a new linked digital working world that perhaps values personal contact even more than before.



Learning leadership – is that possible? Do we need it? Does it still fit in with the times? Does it make sense?

Let’s assume so, how could it look like then?

Surely the times of standardized management curricula lasting several weeks are over. Regardless of whether they are conducted in St. Gallen, at the Hernstein Institute or in in-house qualification programs. The requirements and expectations of customers have changed. Learning is different today and so is networking.

The fact that it works differently and is successful from the customer’s “executive” perspective is shown by the feedback of a pilot group of a customer’s holistically designed leadership and management development program. This group recently completed their two-year Learning Journey with a graduation. And what the participants reported in the retrospective suggests that they obviously did a lot right.

An impressive retrospective

The participants of the pilot group were simply fantastic in their ability to create a retrospective of their learning journey as individuals and as a group.

They expressed the digital competence they had developed in the meantime by making a film. Not only did the film highlight the various stages of the learner and Learning Journey, but the participants’ employees and superiors were also asked to show up in front of the camera to present their view of the impact of the qualification on the participants and their own organisation. By the way, no script had been written. Rather, this work was created in a creative collaboration in several iterations. An example of how the learning content on the topic of “new work” and “agile formats” came to life.

Afterwards, they arranged all participants in a “circle”, brought a (self-made) ball into play and let everyone have their say: The participants of the pilot group as well as the coaches and program managers and guests who had come to hear the learnings. Three questions provided the structure. The participants set the framework, initiated the process and then handed it over to self-organisation. This unit was prepared in peer groups and then collaboratively brought into the entire learning group without external facilitator. They already have the methodological and the social competence to turn those affected into participants.

Encouraging feedback

The feedback from the film and the following circle was inspiring and touching in many ways. In an unusual depth, people spoke openly about their own development. Many thanks were expressed for the many experiences and the lessons learned. There was talk of experienced and practiced appreciation. Acknowledgement of the progress made in building up competence in oneself and in others could be heard. The positive experience of cooperation and mutual support was especially emphasized. Examples of the sustainable effectiveness of qualification content in everyday life were mentioned. The weekly conference call set up in a peer group during the qualification trip was independently agreed upon as a regular call also beyond the qualification. This gave collegial consultation a space for sustainability. Learning in this new form received a certificate. This was combined with the request not to change anything, because learning makes sense and is effective in this way.

Learning leadership newly defined

How is this format designed to achieve such results and feedback from experienced managers?

On the one hand, it consistently follows the 70:20:10 approach, i.e. 70% of the qualification takes place at the workplace and by means of direct reference to the daily work routine. Here, virtual learning nuggets can also be consumed, which can be added to your own playlist according to individual needs. 20% of learning takes place in the community. Both in fixed peer groups and in the entire learning group. Routed via an exchange platform and supported by (video) calls. And 10% of the development takes place in face-to-face workshops. Particularly when the topics of person and behaviour are involved.

A transfer of the learning content into practice is consistently ensured with transfer tasks for the individual learner and in the virtual learner community. Often the learner’s work assignments also refer to their team or working environment. Here, primarily the long-term practical projects are to be seen. They demonstrate the business impact of the program and enable the development of competencies in (agile) project management.

Not to forget the highlight. Each participant is personally accompanied by a (virtual) coach. With this coach, individual concerns can be addressed. He/she also ensures that the participant always keeps the overview and direction in his/her largely self-organized learning journey.

Each participant has access to a comprehensive Wiki with in-depth content. Regular blogs help to ensure that the program always offers up-to-date content.

Learning leadership here means learning and iterating on the job. This starts with self-management, which is necessary for the program to come alive. After all, time for learning and development must be allowed by the participants themselves. This continues with the reflection on leadership in everyday work and the examination of the roles of “Manager & Leader” and their interaction. Leadership is also looked at from the future. This is where topics such as purpose, culture and new work come into play as well as new roles as change manager or enabler.

Then, there we are already talking about a Leader-Shift.

Redesigning leadership development.

That´s something we are good at.

VUCA & Co – was and is already enough to read and hear about it. There are hardly any articles that do not deal with the topics of digitization, disruptive change, transformation, industry and work 4.0 and similar. Innumerable key notes, podcasts and videos are devoted to highlighting the necessity and urgency of change and reorientation. All sources agree that action is needed now.

Small Gallic villages in deep sleep

It seems strange that in our role as Future Guides we sometimes encounter organizations where time seems to stand still. They are still busy optimizing processes. Or they are taking care of filling the position of a sales representative. Perhaps also ensuring that the financing of the new building and its timely implementation is secured.

Digitization? Yes, I’ve heard of it. It will certainly come, but now we have our hands full with the operative business. Qualification of managers and employees and their preparation for the future? When is that going to fit in? Develop a strategy for the future when you are already dependent on your investor and heavily externally controlled? Maybe next year.

This VUCA stuff still has time. It doesn’t go that fast. After all, it’s not the first change you’ve mastered. Back to day-to-day business, that’s where the money is earned.

Time to wake up 

In fact, we still encounter such an attitude in medium-sized companies. Here the “mind” reflects a supposedly (still) intact world and thus confirms that management and some experienced entrepreneurs prefer to stay in the comfort zone instead of travelling into the future. After all, there is still so much to do in the here and now. And what is to come is so uncertain, so little tangible.

That is of course a tragic misjudgment. Because the upcoming change is not carved out of the wood like those of the last decades. It is comprehensive and sustainable. It will cover many, in fact, all areas at the same time. Perhaps no stone will remain on the other. It would be good to be at least a bit prepared.

And at the same time the transformation has already begun. There is not much time left for postponement.

A salutary shock is expected

In this bottleneck situation, we opted for “shock therapy” for a customer. With the aim of moving the “mind” away from its comfort zone and towards a growth zone. The way there, as performance management shows, initially leads through the fear or panic zone. This is where the “mindset” is challenged to the full and hopefully realigned.

What does this look like in practice?

We reach this switch at the customer in question by setting up a “future conference”. The experienced managers are first allowed to settle easy in the comfort zone and gather strength for the subsequent disruption. In the first station, they can reflect on their strengths and become aware of their pride in what already exists.


Then we send them on a journey into the future, during which they are confronted with a multitude of potential changes in a short time. Multimedia and relentless. Usually a shock occurs.

We expect this to happen in order to guide the participants through the change curve.

Short-term therapy for the mindset

In the following unit we deepen some topics purposefully with the participants. We put our finger in the wound again. As a rule, the healing impulse does not fail, and rational and emotional acceptance comes about – of VUCA.

Although the managers of the first and second line of companies have already dealt with the theory of VUCA & Co. in many cases, the actual identification with this topic usually takes place here. Then the “mindset” simply must be part of the transformation, too.

Our experience is that it does. It is indeed astonishing that we are always experiencing a change here.

This also supports the next steps: the sketch of the potential northern star or target image of the own organization as well as first ideas for strategic approaches and measures in the area of culture and development.

Back at your desk, you then look at the cube created at the Future Conference, usually accompanied by the idea of “VUCA – time to act”.

New learning primarily challenges those that teach today.

As the OECD Pisa-Study 2018 concludes, students are only as good as their teachers. And in this case, what applies to teaching students can also be transferred to HR Learning & Development.

Internal qualification experts such as trainers and HR developers are a decisive target group. As multipliers they are effectively building the skills of staff while acting as guides for current changes.

Our case illustrates how to transform a conventional train-the-trainer programme into a modern, forward-looking qualification approach.

Neue New Teachers, New Learning

A premium automotive manufacturer finds itself confronted with various L&OD challenges. There is, for example, the central requirement to quickly prepare the workforce for the digital future.

Internal trainers and HR developers are experienced and well trained, but most of them still use the same methods as 20 years ago. They, themselves, have a considerable need for development when it comes to new learning.

At the same time, the outlined change creates an increasing learning pressure, requiring the timely implementation of new teachers and qualification format.

Obviously, the manufacturer is not alone in this challenge. Well-qualified trainers with experience in “future learning” are a rare find on the current market. Those that are newly recruited for this role therefore demonstrate a broad range of different skills and show a wide variety of development needs.

How “teaching” has been taught so far

Our client’s previous Train-the-Trainer programme was designed as a classic “one-size-fits-all” curriculum. Developed many years ago, it comprised several classroom modules and accompanying self-learning units in PDF format. The programme is representative for a traditional understanding of “blended learning” containing all things relevant for the qualification of this target group: brand, company, role, methodology, didactics and application.

Over the time, the programme had grown to twelve (12!) classroom days and has always been identical for each participant.

From curriculum to adaptive concept, from teacher to learning guide

The architecture for this contemporary “Train-the-Trainer” programme was influenced by two central considerations: How does a qualification concept for the future look which meets the above challenges and requirements in equal measure? And how is the role of the learning guide of the future defined?

It quickly became clear that a new version of the programme needed to be designed to adapt to individual qualification needs while considering a variety of prerequisites. It was therefore built as an adaptive qualification concept that can map individual learning paths. Content is segmented in micro-teaching units and can be accessed individually.

Of course, new learning is at the centre of meeting future qualification needs. Virtual learning modules, community learning, workspace learning and virtual learning support make up the majority of the programme. Where live training adds the highest value, classroom modules are complementing the course. Here, too, new designs and methods are used to strengthen learner’s self-efficacy.

We could also say: New Learning is learned through New Learning – by the new “trainer”. In the future, this trainer will be more of a learning companion who supports individual learning at the workplace and assists the learner in shaping his or her own learning path. This is fostered by feedback and by purposeful questions, or by individually arranged exercises.

In this way, learners develop into learning designers and co-moderators of their own qualification – and, thus, from trainer to enabler.

Qualification in tomorrow’s zeitgeist

The conception and coordination phase took place in several iteration loops with the customer and began with facing several pending decisions: Which competence model will be used and how will it be operationalized? Which resources are used to make implementation as lean as possible?

The overall concept follows the competence model of ability (transfer into application or action), knowledge and attitude (motivation/ mindset) and provides learning nuggets for the development of all competences. First, the learner explores his own learning fields in a development centre to then design his individual learner journey based on this experience.

Following the 70-20-10 approach of “Future Learning”, live workshops and small modularized knowledge bits are available virtually and on the job. Mandatory modules are combined with “on demand” offers. Throughout the programme, learners take part in community learning. Regular blogs and small tasks promote learning and exchange in different group sizes and compositions. They ensure learning transfer and enable the mutual exchange of experiences and support.

Specific skills, such as methodology and didactics, are taught in accompanying virtual classroom training sessions. With a learning guide as a sparring partner, the learner carries out an individual project enabling him to apply and test what he learned.

The good old “certification” at the end of the programme is a classroom event. It is somehow the tribute that is still “paid” to the old world. But that also makes sense – and certainly makes you proud. The event is combined with a future workshop and marks the final shift to new learning.

Because here, we are also talking about a change in learning culture …

Learners start with a virtual information phase before the actual start of the programme. This creates transparency in communication and an understanding of the new learning process. The participants get to know Community Learning right from the start.

This is the current status quo of the programme.

The first virtual tasks of the now following pre-phase make learners more familiar with this new learning format and prepare them for the live kick-off event.

Parallel to the information phase, details are currently being sketched out. Here, too, there is close coordination and iteration with the customer. So the journey has just begun.

Quite exciting.
Our customer is shaping the future – and we’re the right partner.

Leadership suffering? A recent coaching case with an experienced executive motivated us to present this case. Suffering is a term that has been coined by this coachee. The more intensively he got into working with himself, the more this topic gained in depth. For him. And probably not only for him.

How contemporary is “suffering”?

Suffering and leadership – is it at all opportune to use such a term today? A double yes is the answer.
On the one hand, it speaks for the fact that Goethe already showed us in “The Sorrows of Young Werther”, that the one who loves, suffers in the end. To associate leadership with love is a beautiful and thoroughly contemporary thought.
On the other hand, after many years under the primacy of “positive thinking” and the consequent reinterpretation of every attitude and statement into a “respectful formulation”, we are slowly allowing ourselves to name limiting thoughts and feelings again. This can be interpreted as a contribution to authenticity and to being human. And then there is a place for suffering. Above all, for those who come from a socialization where tolerating, accepting and bearing were still among the common virtues. And there are of course quite a few of them.

Managers are human

How could it happen that the coachee, trained at the best leadership schools in the world according to the latest leadership theories, came into contact with his own suffering? He probably does not belong to the category of ignorant managers, who are only able to see themselves, immune to change and not interested in their environment at all. It’s rather the opposite, he loves his job, taking people along, inspiring and at the same challenging and encouraging them.

Suffering slowly crept in over the years. At first rather unnoticed, which was also owed to the ideas of “positive thinking”. Then repressed and negated, probably due to personal socialization. At some point, sadness could no longer be repressed because one’s own values and self-efficacy were no longer sufficiently expressed. And the rage about how he was trapped in a role, again and again trying to adapt in all possible directions.

The employee satisfaction survey came along, where several requirement hat to be satisfied. Therefore, it was always better to be friendly, to never criticize or demand too much of anyone. It is best to practice indifference and distance. On the other hand, there was the pressure in terms of the numbers that had to be proven. If necessary, why not invest yet another night shift. Not to forget the employees, who felt that they received too little attention, but were increasingly quick to express their frustration loudly and quite often without the self-imposed appreciation. Personal needs were overlooked and had to be held back – social contacts, culture or simply fun in life became increasingly rare. Just ticking things of, ticking, ticking, ticking. And at some point, it didn’t work any longer, even with the negation, and he became aware of his “suffering”.

Is suffering really necessary?

It was obvious to take up this question in a suitable coaching context. And that like a sting into a wasp’s nest. No, of course not, the mind will say. Yes, the heart will respond, of course. It’s all about something. About one’s own values. Reliability, responsibility, love for the tasks and the people around him. Caring about the success of the company, the team and the individual. Self-efficacy and pride.
The basic assumption: Perseverance, tolerance and acceptance are the toll. The belief: If I only exert myself enough, I can manage it in the end. With the two of them pretty much inevitably leading to “suffering”. The head understood that, too.

From suffering to meaning

The recognition of what had worked so far over all the years while deforming the personality without even being perceived was a like a (healing) shock. And the trigger for one’s own transformation. At the beginning, there was the confrontation with the “suffering of leadership”, its roots and reasons in the here and now. At this point, the coachee found the methods of mindfulness and focused attention particularly helpful. Through this way he was able to find a better access towards himself again. Some everyday situations were reassessed and will certainly be dealt with differently in the future.

However, the found working on his own purpose to be particularly effective. He focused on his individual WHY (Simon Sinek) within his role. He named the meaning of his actions for the first time and subsequently redefined leadership for himself. For himself and in his team, he now relies heavily on self-management. He consistently hands over responsibility to his team. One example that has helped him a lot was working with the “Delegations Poker” of Management 3.0. The exciting effect is that he now has noticeably more time for himself, and without any additional effort of his own a significantly higher satisfaction among the people in his team.

In any case, the suffering has found an end and is now replaced by what one calls the “Purpose of Leadership”.

During our own Company Future Journey, we have received valuable gifts from our customers. They let us know openly and willingly what really matters to them when it comes to an effective cooperation with a service provider. We are very grateful for this and have learned a lot during this process. We are happy to share these experiences with you here. Especially since we are convinced that they can be multiplied infinitely.

The Journey towards Understanding

In the course of our own realignment, we also set out to fully understand our (potential) customers. To do so, we spent dedicated time in an observer position, taking a metaphorical perspective. What moves our customers, how do they act, what is important to them – and what is not. What might they value and what makes them feel disturbed? Next, we formed hypotheses and verified each of them in discussions with a sample consisting of both, our customers as well as potential interested parties. This was an educational process. Some hypotheses turned out to be correct, while others were just over the top. And some other perspectives we had not even grasped yet. We therefore describe our impressions as a valuable gift from our customers.

The Canvas of Significant Insights

The results of our observations and survey – the described valuable gifts – were depicted on a TCJG Customer Value Proposition Canvas. All findings were first sorted according to “tasks” (customer jobs), “needs” (gains) and “pain” (pains). This process step was extremely clarifying, because it triggered a change of perspective. Above all, an overview over “pain” ensured that ideas for customer-specific solutions could emerge.

Today, valuable gifts from our customers such as these are the foundation for the design of all our services. We verify every idea to see whether it is in line with our clients’ perspective. And we always first focus on the benefits, which our work brings to our customers. And which set us apart from other providers in the long term. This is what we understand by customer centricity.

At our customers I am currently observing an ardent desire towards more customer-centric service processes. Primarily, this transformation aims to increase external brand loyalty. For me, this demand is created by the feeling of uncertainty when being exposed to and forced to deal with rapid changes and developments of the future. If no one can tell how industries such as the automotive, finance or retail sector are going to change, then an individual and strong brand loyalty reduces the risk of losing customers immediately to the most innovative competitors. One of our customers, an international automotive manufacturer of exclusive sports cars, approached us at the beginning of the year, asking if we could develop an innovative management workshop for them. This workshop was supposed to sensitize senior managers for the needs of their customers and to enable them to implement customer-centric processes at their dealership. During the initial needs analysis, we realised quickly that rather a holistic approach is needed to comply with the given strategic goals. From our perspective, it was not only about a one-shot workshop but rather about enabling the dealer staff itself, to question existing processes on one’s own responsibility and subsequently align them with the needs of the customer. From our experience, it would be ideal if ideas for more customer-centric processes are not only developed by individuals with direct customer contact but, moreover, customers get the chance to give feedback on the ideas as well. In addition, the concept we developed should also be applicable to other topics. Therefore, we developed, in collaboration with the customer, a holistic concept of several, consecutive (mini) workshops, that contained valuable components from Design Thinking: a fixed number of employees volunteer to participate at the initial workshop and every participant chooses a tandem partner from the organisation to go jointly on a customer journey. For this journey, the participants receive typical personas with characteristics derived from the customer base. From the viewpoint of these personas, the participants explore the online and offline brand representation of several exclusive brands and own competitors. The findings are brought into the next workshop and based on positive and negative experiences, ideas for implementation at the dealer evolve. In a next step, these ideas are presented to the whole dealer staff and refined by all employees in creative sessions. Shortly after, the best ideas are presented to selected customers to test them on attractiveness, usability and customer orientation. Finally, iterated selected ideas are implemented at the dealership. Unlike familiar process and KPI-oriented measures, this approach was completely new to the organisation and revealed the main challenge: All workshops are not designed to reach a defined goal, but the outcome of the workshop is totally dependent on the intrinsic commitment of the participants. This requires a precise facilitation of the process and all participants need to be constantly motivated to push their own creativity. For pilot testing, we accompanied our client to two European markets to support local adaption of the concept without losing the focus on a consecutive process. We also conducted a Train-the-Facilitator event for market key account manager to impart a new understanding of roles. Moving from a process consultant towards a facilitator who steers a process that enables the participants to question existing processes and align them with the needs of the customer. Changes in the future do not only apply to organisations but are even more relevant on an individual level. We are best prepared to handle upcoming changes by focusing on distinct self-responsibility and self-guidance. Individually and within our organisations. A contribution from:

Andreas Grotekemper Senior Consultant of TCJG

As a conceptionist here at TCJG the first project I accompanied had nothing to do with the innovative qualification programmes which I got to know in the past. That’s very impressive and it certainly confused me in the first place.

Due to my studies of media- and educational management and my former job as e-learning responsible at a manufacturer of machines and components I got to know the educational design of Blended Learning 2.0. I am used to editing content and enhancing it with a variety of media on a certain learning chain.

But in my first project at TCJG, I was inspired by a new approach. An exciting combination of Learning Journeys based on topic related learning chains with the option to match various modules that meet the individual learner’s needs. By this approach, the Learning Journey becomes a highly individual Learner’s Journey. The greatest advantage is that everyone learns exactly what he needs and, furthermore, he is tempted to discover additional content to qualify even more. That’s great.

The binding element is the eCoach. His task is to individually accompany and guide the learner and to ensure that he exchanges his thoughts with peers, engages in collaboration and personal development. His touchpoints with the learner are mostly virtual ones. Besides that, also meetings in person are planned in the occasion of a needs assessment, instructor-led workshops and coaching sessions.

My conceptional output for this project is to create an instructional guideline for such a learning companion. For this, roles and competencies of the eCoach are precisely described. Furthermore, we document as a team detailed coaching sessions and designs for (virtual) coaching sessions that aim to build up about 50 competencies.

A major project, which is real fun to work with.


A contribution by Hanna Korn:

Conceptionist and New Learning Media Specialist at TCJG

Conceptionists Profile as PDF

It’s amazing how the Internet of Things is capturing our daily lives more and more. Have you noticed that over the last several years every generation, from primary schoolchildren to retirees, can be observed with their digital companions? I also often catch myself looking at my iPhone to pass the boredom by.

How exciting is it, that the technical developments through the autonomous driving will soon allow us to give up this temptation while driving? Over the last few years, automobile manufacturers have come up with more and more features to better connect vehicles with the digital world. It can be assumed that these “connect” services won’t be used intuitively by every generation, and can be a challenge for some users.

An international, 20-person-strong call center team, is to cover the future support needs of these “connect” services for one of our premium automotive customers. A unique challenge: the team was set up by a supplier and, therefore, served two groups. On one side, the actual employer and, on the other side, the automobile manufacturer, whose brand they should represent to the outside customers. Thus, in a kick-off workshop, it was necessary to communicate not only basic knowledge about the history, strategy and portfolio of the automotive manufacturer, but, most importantly, to create an identification with the brand. The brand values need to be represented by the employee to the customer constantly.

Therefore, it was necessary to develop a suitable concept to inspire the team to connect to the brand. In the development and implementation of this four-day kick-off workshop, I was able to combine many components of my previous professional background: several years of experience in the consultant sector in project and change management, experience as a trainer and facilitator in international projects, as well as, the personal development of people. To see others grow, feel their joy and motivation after a training session, and experience how they want to tackle things, is certainly one of the most rewarding moments in my job.

So how do you unleash the joy of a brand and motivate employees to live up to the brand values in the workplace? Well, I admit, this time it wasn’t very difficult. How could one experience driving a fast sports car on a race track and not be enthusiastic about the brand? Despite all this, we also had to create a transfer, from the exciting experiences with the products to the transition of the brand characteristics to the daily work life of supporting the customer.

The participants were divided into the different brand values and discussed their ideas on how to translate “innovation,” “exclusivity” and other values to personal attitudes, as well as, specific actions. The results yielded astonishing insights into simple ways in which the concept of service can be delivered specifically for this brand.

Therefore, the challenge was successful. My goal was achieved when, after creating the concept and implementing it with the customer, the participants carry out their enthusiasm about the brand in their daily contact with the customer.

I’m also pleased to continue to be involved in the field of classical consulting for implementing international projects, as well as, for personnel diagnostics. Frequently, our clients’ needs require a combination of these different priorities. A guarantee that this job is certainly one thing: never boring.


A contribution from:
Andreas Grotekemper
Senior Consultant der TCJG

Consultant Profile Andreas Grotekemper

Blended Learning

Individuality, practical relevance, meaning – these values are often associated with the generation Y. These values are important to me – not only because I am part of this generation, but also with regard to learning strategies: I do not want to follow a strict “master plan” because it can never suit everybody – individual learning is the answer, mobile based, in small units, in exchange with colleagues and coaches, exactly when I need it.

That’s why I am a passionate advocate of the blended learning approach: Start a learning path at work on the laptop, edit the next learning nugget on my iPad at home on the couch, listen to a podcast on my iPhone during my ride back to work in the underground and afterwards quickly answer a single choice question. Within the community and during live workshops I am looking forward to exchange experiences with colleagues and coaches. I discuss best practices with colleagues and my coach gives me feedback on my performance and on my learning progress. Learning – exactly as it fits into my life.

During the 3 years of working for a language learning provider as a project manager and instructional designer, I have experienced the requirement for individualized learning methods: the need for application-oriented learning tools (Why am I doing this? In how far does that help me?) is as present as the requirement for mobile solutions (Is this exercise optimized for my iPad? Can I practice on my smartphone? Will my learning progress be synchronized across devices?). Students who exclusively learn digitally for themselves often confirm not having passed a low level of competence. I also noticed for myself: I appreciate to pursue my personalized learning path – but I am unable to go ahead without exchanging ideas within my group and getting support from my coach.

For the development of blended learning concepts, it is important that all stakeholders are involved from the beginning: not the teacher who claims for himself to know better, but the learner is in focus. With the learning path being designed dedicated to the learner’s needs and with the system being extensible, the learner is able to learn based on individual likes. The system provides continual development and includes relevant and current content.

It was very exciting to participate in TCJG’s development of this blended learning concept:
As part of the project team I created a competency-based curriculum with methodical and didactic recommendations for an international leadership development program. Hereby the following questions were elicited: What does the learner need to accomplish the goals? How to structure the learning content to fit into the (working) day? How to consider different knowledge levels and priorities? The comprehensive answer is a modular design, consisting of small, varied learning units, which together result in a useful learning path. My didactical background and my practical experiences on development of educational content and environments helped me to consider a sensible combination of joint attendance phases and digital self-learning units.

The learning paths are based on a qualification matrix, which was concluded and developed from a project team based on the employees’ competence profiles. Further exciting processes were the analysis of needs in advance, which for example included Interviews with all stakeholders, the development of a credit point system and the field test with all participants who tested the concept in an interactive workshop. High value was put on the continuous development of the project and the consideration of feedback and learnings. The benefit of an iterative approach with regular testing phases is to develop in respect of the learner’s needs and not to miss the learner’s goals. That is my role as a conceptionist at TCJG.

A blog from one of our Guides

That change has to happen in order to ensure global competitiveness and sustainable success of companies is common sense. “Change” and “Change Management” are of every day concern for business practitioners. And still, we are afraid of change, we face it with reluctance. It is just so difficult to move away from the way “it’s always been“.

Although I would consider myself a relatively open-minded person, who many times has actively looked for a change – despite a University degree in economics and law, I decided to seek experience outside my subject area in development cooperation and later worked on communications and training at the United Nations, which led me towards dedicating my competency and experience to a business-consultancy today – I quite often found myself in situations where change scared me or evoked an act of defiance. Looking back these reactions were mostly caused by change I could not influence or did not understand.

Employees that face “Organizational Change“ often react in a similar way. They feel helpless and lack comprehension regarding the necessity for upcoming change. When asked, concerned employees often name miscommunication as a reason for their behaviour.

Thus, I am currently very excited to develop and implement the strategy for the internal communication that accompanies a major global change process at a German premium automobile manufacturer. Overall objective of this strategy is the dissemination of information that emphasizes the benefits of change and the advantages a global Leadership Development Programme has for everyone. The added value of the programme for each person as an individual has to be the key element of all communication.

From the very start the project team has to create a “sense of urgency“ when communicating to stakeholders. Crucial for clear and efficient communication throughout the project is selecting the right means of communication and communication dates compliant with target groups and content. Regular communication (we currently use a monthly blog) is thereby as important as information on the achievement of important milestones in the project implementation. The diversified communication portfolio contains platforms for peer-learning and online-chats as well as face-to-face events that make personal exchange a unique and memorable experience.

To avoid the impression that senior management has yet again come up with a new idea, communication both ways is essential. True communication is conversation, not the presentation and information about a new concept. In the current project, the “conversation” is mostly taking place in so-called “online-communities“. These are internal corporate social networks, which foster exchange between the project team and employees as well as among employees. Traditional hierarchies are broken, corporate identity is strengthened and through their contributions every employee becomes a change-enabler.

Innovative media, like videos and podcasts that help transmit key messages and additional information on a certain subject matter can be exchanged via community. This is essential when it comes to raising and sustaining continued interest in the new programme.

After all “change“ also means to change internal communication and to adapt communication to the change. I like to contribute to this process, as a consultant, blogger and facilitator!

A contribution by one of our guides

In the future, the transfer of management responsibility will be an important issue for many companies. Annually 27.000 enterprises are looking for successors. I have already guided and implemented this process within my own family business. Meanwhile, finding suitable candidates increasingly becomes difficult regarding the ongoing demographic change and lack of specialists. For this reasons it is highly necessary to sensitize companies, on an executive level, in terms of succession arrangements. From my point of view, handing over a business means simply more than an advanced heritage.

Based on my own experience, I really like to take the task of guiding and leading business handovers successfully. As I took over my parents’ business and was working for a leading German car manufacturer myself, the challenges people and organizations face are quite familiar to me. Today, I guide people following the same path by supporting them as a passionate consultant.

The “company succession programme” I currently conceptualized is based on various modules which involve and challenge the senior heads of business as much as their successors. The programme starts with a day of coaching at the company facilities. During this outset all concerned parties are encouraged to discuss the particular situation of succession and to reconcile the process of the business transfer. At this stage we also assess the successor’s potential and elaborate his or her customized development plan. The programme then includes skill-based training modules, practical experience and exercise, as well as individual coaching sessions over a period of 24 months. This tailor made approach ensures that all competencies necessary for successful entrepreneurship are developed. Moreover, the holistic concept guarantees a sustainable business strategy that is supported by all concerned parties and stakeholders. The “company succession programme” is concluded with the certification of the company successor.

Thinking about a successor, becoming aware of his own responsibilities, creative possibilities and the courage to face all future business challenges, makes me proud to be a part of this programme.


A contribution by:
Rainer Schulz
Consultant at TCJG

Consultant Profile as PDF

Every organization has to rely on competent, motivated, and disciplinary executives. Identifying high potential employees to qualify them specifically and grow their loyalty to the company is a great way to secure future leaders.

Our current project “Talent Development” is built on this premises and involves the identification and development of high potentials of an importer of motor vehicles in Germany.

Potential candidates are determined by a panel of experts then undergo a development assessment with a systematic personnel diagnostics method.

Due to my background in Psychology, I thoroughly enjoy the development of an appropriate competency model and the selection of meaningful exercises for this orientation workshop. It was important to me to address the specific needs of the business accurately. The exercises I designed ensure that the participants work on issues that have a direct bearing on the company and their daily work.

The systematic diagnostic process provides a personal position determination for the high potentials. This provides the basis on which we express a clear recommendation for personal development paths and derive differentiated offers for the further development of the participants.

The performance results, the individual competencies and the development recommendations are documented in reports that are the basis for development plan meetings between HR, the executives and high-potential employees and then serve as a guide for the design of a customized training program. Therefore, creating these reports is a valuable and meaningful task. Fortunately it resides in the cross-section of what I am good at and thoroughly enjoy.


A contribution by:

Kristina Reßler

Project Manager / Conceptionist at TCJG

Guide Profile Kristina Ressler

In October 2015 we produced a film to function as part of a client’s training workshop. I was given the opportunity to support the project for TCJG due to my long-term experience in this field. Personal statements of the protagonists in combination with matching stock material gave the participants both emotional and logical access to the training topic. In tandem with themain project manager, I supervised the project from conception to the final delivery and thoroughly enjoyed to be fully in my element again.

Producing a film as part of a training workshop or course can be quite challenging and easily underestimated. Especially when there is a sporty time and economic budget involved.

The main foundation for success is of course, a high quality film production. The learning concept and content has to be precisely integrated into the final film. Quite often, the key element for success lies in the cooperation between the film production company and the client’s agency conception team. At this point all too often worlds collide. In this specific case my film industry experience came in very handy. The job is a lot easier when you speak the same language: from cameraman to cameraman.

At first a script was developed in coordination with the film production, based on our concept. During the production I took over the directing part regarding the contextual implementation of the script. Throughout the film production I established a personal connection between the production company and the conception. An activity that combines everything that drives me forward with energy and passion: creativity, communication and conception.

A wonderful addition to my daily work as a project manager at TCJG.


A contribution by:
Max Laufer
Project Manager at TCJG

Consultant Profile as PDF

This project deals with one of my favorite topics. During my previous employment in the 5* hotel field I was particularly passionate about anticipating guests needs and creating special surprise moments that truly elevated their stay. I was always ready to give my best to create extraordinary experiences for our guests and customers.

And this is the topic I am currently occupied with. We are developing a global qualification program, which empowers service advisors to anticipate needs and concerns in order to proactively provide unconsciously demanded services to customers. In the current (first) phase of the project, I am dealing with the project organization, clarifcation talks and interviews with the client and other stakeholders and the creation of the overall architecture of the concept. The learning objectives I have now developed serve as basis for the selection of methods and media for the final program design.

Therefore, I have already begun making the first arrangements with other partners, for example, audio media production companies. It is currently necessary to determine how to optimally combine virtual and live training moduals. This is a creative phase in which it is necessary to keep a cool head, manage complexity and mentally always be a step ahead.

That suits me.

A contribution by:
Viktoria von Samson-Himmelstjerna
Consultant at TCJG

Consultant profile as PDF