We bring together
what belongs together.

Coaching, StoryWork & Corporate Culture Development

We bring together
what belongs together.

Coaching, StoryWork & Corporate Culture Development

A house up in flames. Fire fighters all over the place. Frantic activity. The fire chief beside me giving out orders via radio, gesticulating. In a quiet moment, as our eyes meet, I ask him if the house can be saved. He says: “If there´s a shift in the wind, we might stand a chance.”

We concern ourselves with corporate culture, as it is the so-called soft factors that bring about the hard facts and ultimately make for success. We play with the wind. Because narrative techniques can both lay bare patterns and bring forth new patterns.

From the bottom upwards downwards.

ALMBLITZ (or “ALP FLASH”) sounds like an artificial word. It isn’t though. It describes what happens when people living on alps come together and communicate. When stories are told, and there is singing and dancing to beat the band. Bodo Hell, writer and shepherd, calls it a “narrative flash in the mountains” and thus describes both the starting point and the vision of this corporate project.

Now substitute “mountain” with your own person or your organisation. What flashes up, what is danced out, and what lies hidden? What do people talk about? And how do we harness the existing energies for processes of change within the company?

Stories make complex relations understandable and bring them alive. Stories focus energies. Stories connect, move and change. And they also are the glue that holds everything together. That’s what it is all about. Not a development past people and their nature, but with them as the real mainstays. From the bottom upwards downwards.

ALMBLITZthe nature of change

"Change is manageable if people and their stories are being heard and taken seriously."

ALMBLITZ - the nature of change

"Change is manageable if people and their stories are being heard and taken seriously."

ALMBLITZ - the nature of change

Think nothing bigger than it is, but nothing smaller either. No hype, no artificialities. And no surface polishing. At a time when nothing stays the way it is, change has to be conceived anew and grounded.

Company culture as an agent of productivity

A recent Gallup survey from 2013 shows that 86 per cent of the workforce in German companies work to rule or have inwardly taken their leave already. These are worrying figures, as unmotivated employees are a thing companies simply cannot afford. Gallup calculates a loss in productivity of 138 billion EURO a year. Thus soft factors turn into hard facts.

Cultural work within a company is no fair weather activity, but has an immediate effect on business success. This is proven by a recent study from the German Federal Ministry of Work and Social Affairs, which for the first time substantiates with actual numbers the influence corporate culture and staff engagement have on the economic success of a company.

Companies are conversations

Companies are no machines that have to be repaired if they don’t function properly. They are living social systems that produce and sustain their own structures. They do so with the help of communication. Inwardly as well as when interacting with their environments. Which is why every intervention is only as good as the communication that accompanies and follows it. “Companies are conversations,” we might say in reference to David Weinberger, who nailed 95 theses on Web culture on the door of the new millennium. Corporate identity develops when people exchange ideas and recognize common values. It cannot be prescribed, it can only be lived. And it shows up in every interaction through which company staff enter into contact with their environment.

The new Web with its social media is an explosive mixture of new working methods, views and technologies. Those who don’t live what they say, risk the maximum penalty, which is isolation.

Work may be fun

The new world of working is much talked about, even though the working conditions in many cases still seem to belong to the industrial age. Staff are controlled, suspected and put under pressure. Against better judgment. And yet such management concepts are long since outdated in knowledge-based economies, whose creation of value is based on information, innovation and the interaction of people. What is needed are new, horizontal techniques of leadership that surrender control in order to harvest engagement and personal responsibility. And there, it goes without saying, the ideas are waiting.

Our reflection room is a room of unfolding, in which this new pluralism is not considered a threat but a reservoir that promotes and drives company identity.

 

“The fact that current management practices prevent a full human flourishing is in itself an economic, management, social, and moral problem of the first order."

STEPHEN DENNING “The Leaders Guide to radical Management”

“The fact that current management practices prevent a full human flourishing is in itself an economic, management, social, and moral problem of the first order."

STEPHEN DENNING “The Leaders Guide to radical Management”

  1. Reality Check

    when there is a gap between lived and official corporate cultures---What is actually lived in your company and what is communicated? Contradictions between these two worlds result in tensions and in frictional losses wasting valuable energies.

  2. Mediation

    when conflicts and tensions disrupt constructive cooperation---The question is this: How can we mediate in conflicts without putting blame and without “rotten” compromises? In mediation we reflect on relationships and constructions and put aside contents.

  3. Vision Quest

    when visions need to be developed and brought down to earth---We play with contingency, the fact that things could also be different, and thus open the doors on the possibility land. Visions function as milestones. Those who stifle and smother them will sooner or later run out of steam.

  4. Story Storming

    when company stories have to be rewritten together---Which pattern do the stories follow that are told within your company? And which stories about your company, its culture and its position in the market are supported by all members of staff, on all levels?

  5. Knowledge Sharing

    when implicit practical knowledge needs to be developed and shared---How do you create incentives for an exchange of experience, in order to make implicit knowledge accessible for the company? This too is not so much a question of tools as a question of culture, as dialogue can only happen on the basis of trust.

  6. Leadership Trail

    when a new management culture needs to be established---Empowerment is the essence of good management. It grows from the soil of leadership styles that promote personal responsibility and creativity. As success depends on whether you are able to tease out the best from your staff.

  7. Team Creation

    when teams need support or when new teams are forming---Teams are the interfaces between individual and organisation. Energies wasted here are lost for the company. We promote community and dialogue, the cornerstones of efficient collaboration.

  8. Cross Talk

    in order to bring together various work cultures---Within the company, between departments or generations, but also when two companies merge. The crucial thing is that the stories uniting people into a culture are taken seriously.

  9. Social Enterprise Camp

    in order to enable a new quality of information networking---Co-creation is the catchword of the hour. After all, an idea is only as good as what others make of it. Innovation and creation of value happen at the interfaces between responsible staff and responsible customers.

  10. Change Transfer

    in order to accompany and communicate processes of change---How can changes be implemented sustainably within the company? Stories create relations and connect people. They can be a springboard, but also the glue holding everything together.

“Words open worlds. We live in a world where how we speak, what we speak and the stories we tell define and become who we are. This holds true for people as well as for organizations.”

CHENÉ SWART “Re-Authoring the World”

“Words open worlds. We live in a world where how we speak, what we speak and the stories we tell define and become who we are. This holds true for people as well as for organizations.”

CHENÉ SWART “Re-Authoring the World”

We share values, connect disciplines and combine established methods. As a platform, on which new things can grow, we live dialogue and networking. This is what inspires us and what makes us strong.

We intervene, we reflect, and we support.

We come from the disciplines of human resources, communication, philosophy, information technology, corporate identity, and film. And we have gathered leadership experience in the mountains and in business. This is our bonus expertise which we can’t, and wouldn’t want to, disavow. But above all we are a team of systemic coaches and creatives with a particular focus on narrative work in the field of organisations.

We create platforms of dialogue between the stories and their stakeholders in the company. We are mediators, bridge builders, listeners, window openers and also, if need be, provocateurs. Every story opens a window to the possibility land, which we would like to accompany you into. That the innovations are waiting there goes without saying.


  • Core Team

  • Wolfgang Tonninger

    strategies, storytelling, coaching---wolfgang.tonninger@almblitz.com
    Studied philosophy and literature. Ghost writer along the interfaces between culture and technology. Systemic coach. Hungry for exercise. Rock aficionado. “The shortest distance to the other is once around the world.”

  • Udo Bräu

    coaching, mediation, culture development---udo.braeu@almblitz.com
    Studied computer science. Shaped by his roles as an organisation analyst, CEO and systemic coach. Deeply rooted in corporate culture. Long distance specialist and musician. Always on the lookout for novelties.

  • Extended Team

  • Stephanie Bachmair

    storywork, community building, branding---stephanie.bachmair@b-onfire.com
    Facilitator, StoryWorker, Coach. Studied business economics and psychology. Enthusiastic about creative expressions in word, colour, dance and stories. Aligned wit Walt Disney – ‚If you can dream it, you can do it‘.

  • Harald Schwarzmann

    filmmaking, storyboarding---harald.schwarzmann@almblitz.com
    Script writer and director of feature and PR films. Cameraman and cutter. Mountain lover. Looks for diversity in simplicity and for simplicity in diversity.

  • Anita Schatz

    systemic coaching, communication---anita.schatz@almblitz.com
    Studied business education. Capital market experience. Systemic coach. Connecting people. Humour heals. Down-to-earth open-mindedness. “Changing the way we imagine the world, we change our reality.”

  • Marc Dechmann

    coaching, leadership, performance---marc.dechmann@almblitz.com
    Economy, Psychology, nordic by nature. Systems and Individuals. This glint in the eyes. Electrified people and environments. Quiet moments of astonished recognition. Beautiful minds. That is, what I burn for.

  • Sandra Daum

    coaching, organizational development---sandra.daum@almblitz.com
    Studied business education. Systemic coach. Combining talent management and corporate development. Inspired by nature. Interested in people. “Our heads are round so our thoughts can change direction.”

  • Mike Drechsler

    humanity, strategy, development---mike.drechsler@almblitz.com
    Self-employed management consultant since 1995. Mediator. Mountain guide. Highly versatile. Main interests: leadership (culture), the quality of cooperation, change (readiness). Life balance instead of work life balance.

  • Martin Jansenberger

    corporate design, branding---martin.jansenberger@almblitz.com
    Graphic designer in search of conciseness and the systematic. Needs open air and emptiness and likes the straightforward.

Almblitz

the nature of change

 

Wolfgang Tonninger
Aglassinger Straße 7
A-5023 Salzburg
office@almblitz.com

 

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Salzburg – Wien – Innsbruck – Hamburg

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