Building on the developments of recent years, we are working intensively to develop solutions for the requirements of our customers and partners that are effective under the conditions of the VUKA world.
VUKA world and demand for excellence in leadership and corporate culture. Organizations, teams and individuals must become more agile to succeed in the VUKA world. The role, tasks and thus skills of leaders are changing significantly. Leaders are increasingly becoming enablers and coaches – under very high pressure due to the complexity of tasks and the changing expectations of employees. Managers encounter different generations, values, and ways of working that need to be aligned with common goals. Today, the quality of cooperation based on diversity is decisive for corporate success. The positive shaping of corporate culture and the ability to then live this culture in a differentiated and active manner becomes a continuous challenge in this way. We aim to provide our customers with the necessary orientation, to impart the relevant skills and in this way to enable new behavior within our own organization and in our dealings with customers.„Agility“: Changing organizational development and learning processes
The development of designs and procedures in the design of organizational development and systematic learning processes is increasingly oriented towards „agile“ principles. Together with our clients we develop specific and tailor-made solutions. We act strictly from the perspective of our customers („agile at the start“), are undogmatic and develop a language and approach that fits the world of our customers. Our training and learning formats, as well as the use of our web-based potential analyses, follow agile principles themselves in terms of pace, fast pacing, short cycles, and tight learning and feedback loops. We ensure the „common thread“ of learning and continuity through „smart“ learning platforms and community learning, effective short formats of „face-to-face“ training and design of learning processes according to the 3E principle (Education/Exposure/Experience).
Implementation support for change processes
In the course of supporting top performers in the company, concrete on-site implementation support is increasingly coming into focus. Based on agreed result parameters, we specify the success-effective doing („doing is learning“) of the top performers and accompany and support them through coaching, feedback and focused potential-oriented learning on site. Learning processes are thus transported directly into the corporate reality. Corporate success, learning success and personnel development become one.
Sales productivity and even greater focus on supporting corporate sales units
With the integration of Pierre Martin into CEVEYGROUP, we have succeeded in further expanding our competencies in the area of behavioral excellence through a clear focus on strategic selling and sales with New Media. The support of organizations in customer interaction, the training of sales units in topics such as opportunity management, key account management today and how to generate new business systematically forms a clear focus. Currently also very strongly increasing – the training of Social Selling with professional use of the new media.

The standards expected of people working for our clients are high. They need to not only cope with pressures to increase efficiency and productivity, increasing internationalization, the fast pace, complexity and overall change but also to utilize them for their benefit.

Our efforts focus on the following aspects in order to live up to these demands and standards:

1. Human capital processes and soft factors serving the client. We are intensifying our efforts to implement standards for vital processes such as measuring potential, managing by objectives, taking personal responsibility, improving performance, increasing motivation and learning across the entire company using web-based systems. This approach enables and helps management focus all their energy on common goals while ensuring strong motivation.
2. Multiplication, benchmarks and customized solutions for our clients Multiplying and systemizing the know-how we have developed over the course of 25 years allows us to better substantiate performance and areas of development benchmarks. We focus on providing our clients the best service by ensuring our consulting services fulfil the highest standards and that the solutions provided and implemented are of the highest quality. The ongoing intensive development of our partner organization, both on a national and international level, makes it possible for us to provide comprehensive solutions while maintaining a rapid response time.
3. Internationalization for global clients Internationalization and thus the resulting increase of European know-how are a unique and challenging task. Our intercultural approach to Global Management Systems analyses success patterns and has found that, in addition to culturally specific habits, there are measurable universal success patterns. Mastering and employing these universal success patterns helps managers of global companies become more productive and efficient. Our activities in North America and Asia in particular are shaped by this concept and have been met with very favourable results and feedback from partners and clients.

Upon founding CEVEYCONSULTING and CEVEYSYSTEMS the conceptual direction was structured. The objectives and programs in use today were largely put together in 2001.

In the years 2003 to 2008, we worked on our company’s products and services in order to refine and improve them at the conceptual level. We developed our “mission” with clear focus points and universal concepts. The tension between the individual and the organization, the interplay of emotional and rational processes, as well as the importance of emotions in “out-of-the-box” learning processes were core aspects of this refinement process. Adding to this, improving the behaviour measurement processes as well as structuring the core performance topics in terms of creating a binding process were equally important aspects.

Management was integrated to a greater extent and the interplay between efficiency and human values became a very significant component of our mission. Today we can therefore credibly and comprehensively bring about investments into “human capital”. In this sense, the term “human resources” is being used less and less – resources are exploited while capital is an investment into success and growth.

In the early 90s, our vision was to affect “the heart and the central nervous system” of organizations. The heart represents the people while the central nervous system represents the task and goal structures of these individuals. Our mission was to work with organizations with a drive to excel that combined the necessary change-processes with the individual’s focused learning processes in order to ensure sustainable motivation and performance. An increasingly large part of our portfolio centered around the Balanced Scorecard, strategy implementation, goal commitment, emotionally charging goals, as well as the topics meaningfulness and motivation from a performance standpoint.

From the mid to late 90s the role of consultants, HR and management changed: not only did management’s involvement significantly increase but tasks were also integrated into the learning processes to a far greater extent. The role of our clients and especially our colleagues in HR changed to that of a business partner of a line organization. As coaches and consultants, our task was no longer just to improve skill sets through workshops and seminars, but rather to directly contribute to the development of the organization’s economic performance capability and to prove the effectiveness of our work.

The CEVEYGROUP’s beginnings: co-founding a human resources training consultancy. After intensive research in neurophysiology, behaviour and intervention methods, Dr. Bernhard Cevey co-founded a business consultancy with like- minded researchers as part of a greater network of consultants (Holz und Cevey). Drawing on the findings of academic research the training was based on the following principles:

1. Human behaviour and, consequently, successful behaviour (skills) in organizations can be described, trained and measured.
2. By measuring, providing feedback and focusing on the soft factors, one can verifiably achieve a higher degree of efficiency in training.
3. Goal-oriented and successful emotional experiences can trigger a fundamental change in a person. This change or re-orientation is relatively independent of the individual’s age.

With this in mind, we developed efficient, experience-oriented training concepts that develop an individual‘s competence, particularly in the areas of:

• Behaviour, communication, leadership & sales
• Team, team development
• Personality and potential development
• Formulating objectives, time management, personal efficiency

Early on the scientific approach of measuring behaviour led to the development of the first potential test – a predecessor of the assessments we use today.