Culture Transformation


Culture is one of the strongest and most enduring factors in the success of a company. That makes it particularly relevant in times of change. We help you influence your corporate culture with an eye to the future and, in doing so, build the foundation for ongoing success.

Reasons for
Culture Transformation

The corporate culture has a decisive influence on competitiveness, particularly in times of change. During our consulting projects, we regularly see how attitude and the ways decisions are made, trust built, and partnerships developed pave the way for a company to find success or misfortune. Our aim is to keep evolving your company’s own culture with you so that you can develop the potential in change processes.

Design the strategy change

There are many triggers for changing strategy: e.g., when rolling out new services, expanding into new markets, or responding to a changed legal situation. The measures that are necessary from a decision-maker’s point of view must first be conveyed to employees. After all, it’s up to them to realize the change of direction in everyday business. With a systematic cultural-change process, the new strategy is carried by the people in the company.

Manage mergers and takeovers

If companies merge or one acquires another, all parties involved face a great challenge. How can two businesses, each with their own identity, be fused into one common organization? While the form-related issues can usually be solved well, many mergers and takeovers fail due to political power struggles, cultural differences, and employee anxiety. A cultural-change process relieves insecurity, aligns employees with new objectives, and cements shared values and appreciative interaction between employees. This is the only way to build up a shared future based on the “best of both worlds” principle.

Harmonize new work across sites

Work today is organized to be increasingly decentralized and flexible, driven by digital transformation, connectivity, and globalization. Employees are spread across different sites, maybe even across different countries, and increasingly work from home or on the go. But has your company culture adapted to these changing conditions? You need more than a new office layout for successful collaboration. We help you realize a binding road map with a clear target vision for all employees.

Learn each country’s rules of play

Grow globally! The opportunities are there. But have you also mastered the cultural rules in your new sphere of activity? The oft-cited smiling silence of Chinese business partners before they cancel a negotiation shows how essential this knowledge is. Only those who anticipate the cultural requirements find success on the international stage. Prepare your employees for this with a cultural-change program.

People make companies successful.
That is why we focus on the individuality of every single employee. How?

How We Work

Cultural transformation with PAWLIK is marked by individuality and a precise road map. It begins with a culture audit which gets to the bottom of the status quo. We assess whether the workforce can achieve new goals with the prevailing values and norms. We incorporate the technical and political circumstances as we do this. Based on this deep analysis, we develop a strategic road map for cultural change together with our clients. In the road map, we set down the relevant influencing factors, the key persons, the communication channels for the ideal synergy, the required system adjustments, and the work to be done by managers. Furthermore, we shine a light on the adjustments required for HR processes.

It usually takes years until a comprehensive cultural transformation is well received by all employees. By proceeding methodically, however, the process can be significantly accelerated. There are two things that are a priority. As experienced personnel developers, we convey the change skills required at the exact moment to the drivers of the change, their managers, and the employees suitable to act as “change agents.” We also factor the entirely natural resistance into our planning right from the outset. Responding to obstacles is part of our approach.

Our solutions

During the change process, we rely on special methods to steer the transformation optimally. In doing this, we add transparency to the starting situation and support the executive and employee skills necessary for the transformation.

Identify cultural gaps – Culture Bridging Fundamentals (CBF©)

With our Culture Bridging Fundamentals (CBF©), we translate culture, a “soft” success factor, into hard currency. This internationally acclaimed measurement method has been used for national and international PMI projects for many years. It highlights the cultural gaps and similarities between two or more companies. After mergers and acquisitions, you see where corporate cultures are diverging and where the integration process can quickly and efficiently make a difference. CBF© can also be used within an organization and can illustrate what currently separates you from your target culture.

Read the mood – employee engagement index

Engaged and motivated employees stay loyal to your company and remain an indispensable resource, especially when the going gets tough. Using the employee engagement index, we identify how strongly your employees feel attached to their company. An anonymous survey provides a clear representation of the mood in the organization. We compare this result with those of other businesses using our extensive database and develop concrete recommendations for action based on it.

Make change visible – change barometer

Are you in the middle of a change process and would like to know where you currently stand? Our change barometer illustrates progress made in the change process. Based on seven factors critical to success, we measure your workforce's level of knowledge of and interest in the change, as well as their level of commitment to it. We not only provide you with our findings in the end; we also help you take the steps that have now been found necessary.

Hone skills – change-competency development

People carry the changes. We give them the skills they need to make a cultural-change process a success. This involves training executives and training change agents in your ranks who can plan a successful change process, overcome emotional resistance, and identify and support first movers within the teams.

Alongside the professional qualifications and many years of career experience held by our consultants in leadership, sales, and consulting positions, all PAWLIK consultants possess sound knowledge for the application of a Prof. Julius Kuhl potential analysis. We are one of the few consultancies in Germany that are entitled to apply this potential analysis.

Experience, Expertise, and System

Andreas Kaufmann

Andreas Kaufmann, a born Austrian, has been dealing with intercultural issues since his studies in international business and psychology. He lived and worked in France for ten years and is involved in projects in Europe as well as in Asia and America. As an adviser, trainer, and coach, he specializes in post-merger and transformation processes, team and leadership development, and intercultural collaboration.

E-Mail or +49 (0)40/53 28 50-0

„What use is the best route if your employees don’t take it with you? A matching corporate culture ensures that your teams implement the new strategies and techniques and lead them to success. Corporate culture delivers tangible results. For us, it’s important to keep an eye on the things needing change. Just as importantly, however, we also have to keep an eye on the things that should stay the same.”


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Some Information for You

For us, “making it happen” means helping you turn your company goals into results. We transform organizations into coherent systems and develop the personal potential of employees. We use the latest scientific research results as a basis for this.

Each year, we invest five percent of our revenue to learn about learning. We are happy for our clients, partners, and other interested persons to share in our findings.

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