Offer.
We understand what change is!

We were obsessed with our remuneration system, perfecting our management cycle and conducting innovative sales training courses: every meeting had to include an “out-of-the-box” talk, and we thought we’d introduced “new thinking” and “revolutionary” changes. Until we realised: superficially, we were preaching uniqueness, but behind the scenes, everything was just levelling out. Our results remained virtually unchanged.

But then, recently, with the help of impatto, we came to the following realisation: this was not about perfecting the status quo. What really matters is a change of perspective. With the support of impatto, we began to question all the patterns, working with them to lay the foundations of a value tree. We put our relationship with our client at the centre and set out to achieve our motto: “we are responsible for the safety of our clients.” We dissolved our existing organisational structures and formed new interdisciplinary teams from sales, sales support and claims. We adjusted the remuneration system and set up a centre of competence to help the teams with tricky questions. The result? We've never had such great figures, and responsibility for performance is evenly distributed. And the most important thing: we feel passionate about our everyday work. All I can say is this: “impatto understands change”.

einfach, klar, helvetia (simple, clear, helvetia) – this is the promise of the Swiss insurance company Helvetia. “simple” means making insurance advice easier to understand, more attuned to people’s needs and more accessible. “clear” means comprehensible, individual and optimum insurance solutions. “helvetia” is the go-to solution for everything to do with insurance and pension plans.

How did impatto meet this challenge?
I was impressed by the way impatto's consultants addressed this task. They shadowed our successful customer advisors for six months to observe who was already delivering on this promise and how. On the basis of these individual behavioural patterns, they formed what they called behavioural clusters and compared them with generally accepted psychological principles applied to sales. Their aim in doing this was to set out our approach on an objective, scientific basis that was not dependent on particular individuals. And they did this in a “helvetia-like” way: simply and clearly. The key to success emerged from this: a sales process featuring six “key moments”. These are the moments that make the difference when it comes to getting the message across to our customers; the moments when customers get what simple.clear.helvetia means.

Scientific subjects are rarely thought of as simple.
This is what impressed me most when working with impatto: they really know how to simplify complicated psychological relationships so that we practitioners can apply them directly. That is why our customer advisors responded very positively to this approach. And that’s when the scientific approach turns out to be a great asset: it convinces our advisors that the process works and that our customers actually perceive the brand promise the way it was intended.

And how has this affected our business?
The introduction of the key to success is a success story in itself – and our successes are also reflected in our figures. impatto understands change and has fulfilled its own brand promise: “Passionately committed to our clients’ success.”. And we are already planning the next project together.

From a “work shop organisation” to a “one piece flow process organisation” – or when change needs support!

The Wesel ceramics plant is facing a drastic change. The entire production process is to be converted from a “work shop organisation” to a “one piece flow process organisation”. That is why the plant’s senior management wants to ensure its management team is ready for the challenges ahead. The aim of this further training initiative – focusing on personal development and management behaviour as well as corporate culture – is to help achieve this. The plant manager in charge, Martin Szafarczyk, is convinced that he has taken the right course.

Why do we need this training, this leadership training?
Two years ago, our ceramics plant in Wesel became part of Geberit. Before that, we were part of the Sanitec group. So, we were new to the Geberit culture, and in some respects our management style did not tie in with the approach that Geberit had been taking for many years. On top of that, we had never had an opportunity to develop our training in this way, to question ourselves in order to progress personally.

Was there a particular reason for starting this training course now?
Fundamental changes are taking place at our plant now – as in many others – and more will take place in the near future. Everyone feels that this process needs guidance and support. We know that there are obstacles to overcome, for our employees and for ourselves, and we want to learn to approach them optimistically.

Who is taking part in the leadership programme? And what are the issues involved?
All plant managers will attend the training course, which consists of six modules. There are several foremen, supervisors, plant managers, plus the laboratory manager, model development manager, the production manager and employees holding various other positions. During the leadership programme, we have learned to understand and trust each other. Without this, the training course would not have been possible. At the beginning of the series, each person, assisted by a sophisticated online test and subsequent discussions, explains exactly what they want to change so they can cope more effectively with the challenges ahead. Valuable tips are provided on “how to” or “how not to” do things. One important condition is that the topic must be relevant to both the person and to the company.

How do you rate the training programme?
The entire leadership team was critical at the beginning. Most had never participated in a training programme of this kind. That is why it is all the more gratifying that everyone told me that the training was valuable and helped them cope with the changes on a daily basis. Even though it is a lot of hard work to overcome deeply rooted patterns of behaviour, I can see progress in all of them, and employees have noticed it too.