- How open are you really to change and progress?
- How can we overcome existing boundaries of performance and innovativeness?
- How do you increase the awareness of the complex changes of the future?
- How frequently do you scrutinise your plan in order to sensibly structure it for the long term through intuition and inspiration?
Change management and transformability at companies are becoming more and more important. Globalisation and complexity are also increasing in significance. The company culture is more important than ever for success. My change work integrates the value analysis of companies and employees with their talents and competences. The action-related planning is always adapted to the company’s situation–initiated by people, the process supported and all potential successfully realised with full awareness and understanding of the change.
This regulating variable represents the human being and/or employee. In this case, it concerns particularly the needs, values, talents and skills. This understanding is important for the formulation of the change. This also applies to team constellations and organisations. With regards to the latter, this can be supplemented with culture and ethic. Employees have their own, individual value structures. Overall, however, their conduct reflects the conduct of the entire organisation. The focus of my work on this regulating principle lies in the analysis of potential: What does the employee think and feel and how is this reflected in the organisation’s processes?
This regulating variable includes all operational sequences and processes, framework conditions and standards which you find at your company. The process forms the backbone of your organisation, the art and manner of your action and the rather factually-oriented fulfilment of tasks. How much change can your company endure? Where should the change lead overall? And naturally: How do the looming change steps fit the company’s goals and company’s development?
This regulating variable describes the ability to be as prepared as best as possible. In this regard, it is important to have developed all skills and competences, conceived top-class solutions and professionally dealt with hindrances to the change process. And then have successfully integrated what has been learned into the overall organisation. How do you succeed in utilising the self-responsibility and the potential of each individual employee for the high developmental potential of organisations? How do you steer, promote and utilise the employees’ talents in a targeted manner?
„Person–process–potential: Three keywords which fit Dieter Kerkhoff well. As the superior, always interested in the person behind the function; as a Technology Manager, always focussed on efficient processes; as a human being, always focused on promoting the potential of the group and the individual–it is impossible to better implement the theories of John Nash." - Jens Bold
„Dieter Kerkhoff’s management style is characterised by his empathetic, respectful and holistic personality. I value his employee-oriented approach by means of which he identifies talents and comprehensively promotes them. Dieter Kerkhoff also remains authentic even during difficult change processes and purposeful as well. He implements the assigned projects in a goal-oriented and successful manner." - Alina Bützler