Spark an "intrapreneur spirit" among
so that they act in entrepreneurial and innovative ways,
they want to take responsibility and
work with as much passion as you do.
You miss initiative from your employees.
You think they don't think along enough, they hardly involve themselves.
Your company needs innovations in order to survive in the market.
However, ideas cannot only come from you.
You have tried a lot to get your workforce on board.
But you are not yet satisfied with the results.
Your competitive spirit says: There's still room for improvement.
This is the average employee motivation for approx. 21,000 employees 2001-2020 in Germany. Austria and Switzerland are almost on a par.
Service by the book
actively not motivated
Motivierte Mitarbeiter bringen Ihr Unternehmen voran
Gallup-Forscher untersuchten 49.928 Arbeitseinheiten in 49 Branchen, darunter fast 1,4 Millionen Mitarbeiter. Dabei wurde die Verbindung zwischen dem Engagement der Mitarbeiter und verschiedenen Leistungsparametern erneut bestätigt: Unternehmen im oberen Viertel des Mitarbeiterengagements weisen im Vergleich zu Unternehmen im unteren Viertel deutlich höhere Leistungswerte auf (siehe Grafik).
What does it cost you?
On average, the 18% of employees who quit internally cost each company between ~ € 16,800 - 20,000.
A terminated employee costs the company around € 43,000.
Money that you should use to move your company forward.
And effort that you then save.
With "The Intrapreneur" I support you,
to find and implement exactly such framework conditions,
that your employees need to get started.
And which can be implemented with a manageable effort.
What are the top reasons employees are demotivated?
Use the survey template to record the most important motivation killers from the point of view of your employees and managers with little effort.
This allows you to draw conclusions about where you need to start in order to inspire passion for work among your employees.
A typical consulting process
Arrange a 20 minute exploratory meeting with Fabian Fratzscher.
Discussion of causes and goals
During a second, virtual meeting, we address the reasons and determine specific goals.
You have ...
... a clear picture of your actual situation with regard to the actions of your employees
...a realizable goal in front of your eyes. This gives you a clear guideline and the drive to achieve it. It is measurable, realistic and corresponds to the existing time frame that you and others in your company have available for implementation.
...Established a priority list of what obstacles need to be addressed to accomplish the mission. In doing so, we ensure that you look at the situation from a multi-layered perspective to address the often complex reality of this issue.
Definition of moments of success
You know exactly how to successfully achieve your goal.
They have measures and tools tailored to you that will bring you to your goal with little effort.
They have a clear roadmap of when to implement what.
You know what challenges are coming and you know what to do about them.
With it, you can put the mission into action.
With our help, you implement the largest chunk of your mission.
These are the 3 most effective framework conditions that turn your employees into intra-workers.
We help you to focus on what is important and Implement your measures in your own way and in a way that suits your company.
We find solutions to challenges that arise – whenever you need them.
Pat yourself on the back! Your employees become intra-contractors.
Step 5 (Optional):
Implementation of training formats
You establish a solid and self-renewing culture of intra-employership in your company.
Your employees and managers have the relevant knowledge and skills that they need as intra-contractors. They apply that. Day after day.
You have a solid (digital) training platform. And save costs with every new employee in your company.
This is how clients experienced the collaboration
Client project 1: Transformation support
Insurance company, approx. 30,000 employees. The strong growth strategy is not understood by large parts of the workforce or they are not willing to go along with it. The HR department is understaffed and, in its own opinion, unprofessionally set up.
Create (but do not force) commitment of 90% of the workforce to the new strategy.
Support in professionalization of personnel development: creation of career models, creation of learning and development paths in the training offering.
Project management of Fratzscher Facilitation's cooperation with selected experts in the topic area from the network, conducting numerous workshops and events
Survey of status quo through interviews with executive level, selected, departmental, team leaders, employees, staff units, HR department
Regular check-ups on the mood of the workforce
Town halls with the Executive Board and employees to communicate the strategy
Fireside chats with executives and the Board of Management
Weekly jour fixe with the Board of Management
Workshops, e.g., to sharpen the objectives and strategy with the involvement of the relevant department and team leaders, clarification of options for implementing these in their own areas
Establishment of sounding boards to comment on pilots and make suggestions for implementation
Active involvement of multipliers in teams through mentoring program
Offering coaching for all managers: creating a coaching pool and establishing guardrails for topics
Develop career models and learning paths with preliminary interviews to survey status quo & biggest levers, develop implementation proposals, deepen proposals with governing bodies, establish pilots & roll out in organization
Results after 12 months
Client project 2: Coaching
Divisional manager in an NGO with 2,000 employees. New to divisional management role, challenges due to staff shortages due to Covid & tight labor market; strong conflicts in several teams.
Find ways to prioritize meaningfully in the situation and despite the challenges, find inner peace and clarity.
1,5 h coaching, 1x / month, for 5 months. Development of solution approaches depending on specific sub-goal and current situation, esp.
Focus on stakeholder involvement, such as discussion strategies with the management, conflict-ridden teams, deputization.
Strengthening the belief that the challenge can be mastered by focusing on successes that have already been achieved, taking doubts seriously and developing clear approaches to action, intensive focus on opportunities to increase one's own scope of action.
Client project 3: Intrapreneurship Training
Software company, 500 employees. Product owners (POs) as interface to business experts in the parent company are confronted with frequent escalations and challenging customer meetings. POs can hardly perform their role in an entrepreneurial way because they feel patronized by business experts.
Create structures for more entrepreneurial freedom:
Develop a clearer understanding of roles,
clarify who can set the necessary guidelines more clearly,
have approaches for more successful conflict discussions with customers and business experts
Before the training
Divisional management: get understanding of goal, actual state, 3 PO's in different business units
PO: get understanding for goal, actual state
Preliminary mail for info of transfer target, preparation task, preliminary evaluation
Briefing of the division management on their part in the workshop
During the Workshop
Development of role understanding & with which stakeholders which conversations should be held
Preparation and practice of the conversations through role-playing with a professional actor at challenging "moments of truth".
Transfer planning by focusing on moments of truth in practice
After the Workshop
Involvement of divisional management: conducting implementation discussions after 3 weeks
Establishment of moderated mastermind groups in which tips are worked out on how to increase one's own sphere of influence for the benefit of the company
Evaluation of transfer effectiveness after 8 weeks
Results after 8 weeks