Supply chains, energy costs, or digitalization, etc. are constantly challenging companies and their effects are uncertain, unpredictable, and unplannable. That's why most companies struggle, react and wait to see. In contrast, a few adapt amazingly well, act courageously and conquer leading market positions within just 2-3 years. What makes the difference? 

 

Responsiveness is not created with capital or through means of production - it is the company's employees. Whoever succeeds in making an organization more agile creates value leaps and brings the company to a higher level. As Peter Drucker mentioned: "Culture eats strategy for breakfast."    

 

Of course, we have a plan and a strategy, too. But we go one step further, focus our full attention on the employees, and change the culture of the company first. Only then - pushed by the entire workforce and its corporate power - the strategy will be executed in dedicated strategic advances that only an agile organization is capable of doing. This is our approach - we call it revitalization - and even labeled our company REVIVA accordingly. 

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How does revitalization work? It all starts by doing things not only better but differently. This requires a "change of mind." It is a tough challenge : In a highly abbreviated form, the first step is to define a vision or guiding star and then to work out together with each department what this means for it in concrete terms and what specific contribution it has to make to the future of the company. Secondly, we ensure that above all the key positions in the company are filled in the best possible way. In addition to professional suitability, two core values are of great concern to us: Performance orientation and setting an example. It has already been stated that bearing responsibility is our greatest privilege. Our goal of revitalization: Responsible employees hardly need any hierarchy, responsible thinking replaces bureaucracy, and responsible action avoids excessive controls. 

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The management is responsible for the operational business and can fully focus on it, while REVIVA carries out the revitalization with its own resources. As entrepreneurs, we take a keen interest in the course of business and continuously coordinate with the management regarding revitalization.  

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Nine out of ten transformations fail during implementation. Revitalization requires leadership skills, a great deal of resources and experience. As entrepreneurs with an industrial background, we have the necessary leadership skills. In terms of resources, we deploy dozens of our task force experts over a period of months to work with employees on their contribution to the future of the company. And we've built our experience in over twenty revitalizations. And still, every transformation is different and requires our full attention.