Transformation support
Together with you we work out what is behind it, who needs to be involved and which decisions and next steps are necessary now. Individual in how we work, clear on scope, roles and expected results.
Getting started
We support your specific organisational change project individually. Together with the management and HR or transformation, we clarify goals, roles and next steps at the start. The result of this first phase: the leaders and teams involved are aligned on them. The further support of collaboration, decisions and implementation builds on that.
Typical reasons
If you recognise yourself in one of them, the call makes sense. If not, we say so honestly.
Vision, strategy or priorities are not sufficiently understood or shared.
Bring the relevant perspectives together, clarify the target picture and priorities and prepare the necessary decisions.
A shared target picture, strategic guard rails, prioritised decisions and concrete next steps.
A change affects many people but is shaped mainly through communication rather than real involvement.
Develop suitable dialogue and participation formats, make relevant perspectives visible and prepare the change better.
A logic for participation, relevant organisational knowledge, a shared basis for work and concrete agreements.
Teams, areas or functions work past each other. Expectations, roles or responsibilities are unclear.
Make patterns of friction, expectations, roles and responsibilities workable together.
A shared understanding, clarified roles, binding agreements and prioritised improvements.
Leaders convey different priorities, decisions do not take hold or orientation is missing.
Align leadership on a shared target picture, clear responsibilities and communication that holds.
A shared understanding of leadership, clarified responsibilities, aligned communication and better decision-making.
A conflict, workshop, dialogue or decision process is delicate and cannot be handled safely or neutrally enough internally.
Create a clear, fair and workable frame for difficult conversations and decisions.
A structured process, workable tensions, documented decisions, concrete agreements and next steps.
How we work
The approach is derived from your situation. The sequence is not.
The brief and the decision question. We clarify the trigger, the relevant perspectives, the tensions and the question that has to be worked through or decided.
Perspectives, friction and how things connect: looking at teams, relationships, decision paths and interfaces, not only at visible symptoms.
Target picture, priorities and roles. We define the approach, the involvement and the expected results, with a transparent estimate of effort.
Strategy and decision workshops, dialogue formats, team and organisational development, leadership formats or delicate conversations, depending on the reason.
Decisions, agreements and next steps. Results are written up so that responsibilities and prioritised fields of action follow from them.
The difference
99rabbits is not distinguished by a single tool, but by how five things come together.
What we promise, and what we do not
The goal is a better ability to decide and to act. Not a blanket promise of success. That is not caution, it is the condition for being able to trust what we do promise.
Deeper work, whether further workshops, leadership coaching, learning formats or AI-supported signals, follows from the actual need, not from a sales plan.
Possible format
Would you like to try out new forms of leadership and collaboration first? The next:learning lab® offers a protected space for learning and experimentation, with a defined basic format and adaptable fields. Employees and leaders work together across departments and hierarchies. New forms of leadership and collaboration are tried out in practice and become usable in everyday work.
Starting a lab needs a sponsor, a clear field for learning or experimentation, a committed group and time set aside. An already defined transformation project is not a prerequisite.
These are possible fields, not fixed components. Which ones fit follows from what you have in mind.
AI and trust
When we use AI, we use it for clearly named tasks, with human interpretation and responsibility and a transparent logic for data and governance.
Scope and price depend on the specific change situation. After an intro call you receive a clearly bounded proposal with the approach, roles, expected results and a transparent statement of effort.
Common questions
Because a package price assumes a situation we do not yet know. Scope and price follow from the reason, the goal, the people involved and the intensity needed. After the intro call you get a bounded proposal with a transparent statement of effort, not an open day rate without a definition of results.
The smallest sensible start is scoping plus one workshop or working day. Below that, a situation cannot be properly clarified and worked through.
Across industries and sizes, from start-ups to corporations. What matters is not the size but whether there is a concrete moment of change and the will to work on it effectively.
Management or owners, division and business unit heads, HR and people and culture, those responsible for transformation or change, and leaders of individual teams.
No. Deeper work such as further workshops, leadership coaching, learning formats or AI-supported signals is only proposed when it follows from the actual need. It is not an automatic upsell.
An intro call about the specific change situation. Afterwards both sides know whether and how it continues.
Prefer to write? info@99rabbits.org
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