High performance depends on a corporate culture that balances agility and stability.

ICL supports companies in their cultural evolution and designs custom interventions for corporate learning.

QUESTIONS THAT MOVE OUR CUSTOMERS

PERFORMANCE
How do we increase performance in the trouble spots afflicting our business (quality, growth, customer orientation)?
SAFETY
How do we bring about a paradigm shift in our safety and risk culture, beyond the logic of “more rules and systems”?
INNOVATION
How do we create an agile innovation culture that we can use to sustainably implement attractive ideas?
MANAGEMENT
How can we develop a sustainable work and management culture that actively harnesses the potential of all players and actively resolves contradictions?

CORPORATE CULTURE

Sustainable renewal of the corporate culture

We support you in the effort to develop your corporate culture and in your work on priority issues such as management, quality, safety, innovation, performance or growth. In so doing we structure and support sustainable learning and change processes for management, employees and subject specialists.
WERNER BOCHNITSCHEK
Vice President
BASF
„ICL helps us render patterns in our organization transparent and discuss them openly in order to change and make a difference in day-to-day operations.“
REINHARD TÄGER
Management, Wave Bochum
ThyssenKrupp Steel Europe AG
“We’ve learned to better understand the behaviors of our employees and to effect change in people’s minds.”

CORPORATE LEARNING

Company-wide learning aptitude

The focus of our work is on developing company-wide learning aptitude – by means of innovative learning formats integrated into day-to-day work, and through targeted efforts to refine the internal corporate learning functions.

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Custom methods

Our work is based on a portfolio of proven and innovative intervention formats that we tailor to the needs and specific issues of our clients.

OUR FOCUS

Reliable performance

Customers

Are you interested, or do you have any questions? Send us an email.

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