Growth demanded new organizational structures - and a new management concept

Neither technological progress nor success come on a silver platter; both must be managed resolutely. This is self-evident and never discussed at length when the consultants of Agamus Consult talk to entrepreneurs about innovation and basic management principles. Alexander Binzel Schweißtechnik GmbH, a company with a rich heritage known better today under the name of ABICOR BINZEL, also sought new guidelines for the top and middle management levels. To this end, the enterprise launched a change project with Agamus, which just a year later, has yielded decisive results.
 
The origins of today's Abicor Binzel group of companies date back to the 1945 founding of an enterprise engaged in the production and further development of powerful inert-gas welding torches. One of the highlights in the company's track record was the introduction of the first robot in automotive manufacturing in 1978/79. In 1998, the company collaborated closely with manufacturers to engineer the Master Feeder System (MFS) enabling high-volume aluminum welding. Today more than 800 personnel are employed in subsidiaries in Germany, the USA, Brazil, Switzerland, India and China. The group comprises more than 30 subsidiaries as well as resellers. But successful growth always entails challenges. New organizational structures were required to optimize all areas of operation, such as production, logistics, procurement, etc. However, purely technical consulting addresses processes exclusively, and not employees. Abicor Binzel sought to ensure successful implementation by mobilizing every individual, so the company opted for consultants who would objectively and systematically introduce change into the enterprise, and implement effective and practical tools across all hierarchic levels.

Agamus Consult was tasked to create a new management concept for all management levels. "We were delighted with the integrated approach: Agamus Consult started with strategic consulting and guided us through concrete training sessions and workshops to tangible success," notes Dr. Torsten Müller-Kramp, Managing Director at Abicor Binzel.

Following a thorough analysis of the status quo, the project was launched with an introductory event. Outdoor and indoor activities were employed in order to convey the current situation, as well as all the internal resistance, to some 40 participants. Various teams accomplished assigned tasks and subsequently discussed the procedures. In the course of reviewing their performance, it became clear that the managers had formed a self-image and a perception of their position that could lead to complications in employee management and cross-departmental collaboration. These insights were gained collectively, which broke down the wall of resistance to new developments.

In the next step, the consultants of Agamus Consult formed project groups with colleagues from all levels of the hierarchy in order to develop new principles of management. In the course of ten workshop days, Agamus moderated the development process, and guidelines were worked out in an intense exchange of experiences. These guidelines defined the general workflow, as well as define responsibilities, time schedules and the etiquette for employee interaction. For the first time, a clear, uniform leadership agenda was defined for the managers.

To ensure that these guidelines did not end up gathering dust in top-floor filing cabinets, the time came to tackle the principle task at hand. All concerned, from the doorman to the manager, were invited to an event and grouped in teams of five people each. Agamus Consult Communication Boards (ACCB) were used for the team tasks. They served to convey contents by means of practical exercises.

The new principles of management are now accepted in the enterprise. "We are very satisfied with the entire process. Very soon, we were able to observe effective improvements wrought by the competence and empathy of the consultants of Agamus Consult," notes Dr. Müller-Kramp. The follow-up phase is underway to continue to motivate and coach management. Agamus is also closely involved in these efforts.

Although projects of this nature will always be in flux, some results are already quite clear: The managers are applying the company's uniform rules of professional etiquette. In another year's time, Agamus Consult will again take a close look at the enterprise. And the relationship will remain intact in the interim: The change process is being guided proactively with training sessions and workshops.

Dr. Peter Niebisch, Agamus Consult