consens Bremen

con­sens pro­vi­des sup­port to com­pa­nies in four are­as of action — Com­pa­ny Deve­lop­ment, Per­son­nel Deve­lop­ment, Pro­ject Manage­ment, and Pro­cess Opti­mi­za­ti­on — and com­bi­nes con­sul­tan­cy approa­ches from various disci­pli­nes in doing so
Are­as Of Activi­tyCon­tact

Consulting Where It’s Needed

Suc­cess­ful com­pa­nies have a knack for brin­ging employee actions into line with joint tar­gets and stra­te­gies. Anyo­ne in a com­pa­ny who gives up the old and wants to go towards new hori­zons must chan­ge the way peop­le think and make them reflect on their pre­vious ways of acting and their mutu­al col­la­bo­ra­ti­on.

New struc­tures and pro­ces­ses rare­ly emer­ge on the basis of a full-grown idea but most­ly rather on the basis of nego­tia­ti­ons bet­ween prot­ago­nists who rep­re­sent their respec­tive views and inte­rests. In the worst case they block each other’s path or one side gets its own way at the cost of las­ting loss of trust on the part of the other. In the best case, the prot­ago­nists learn to under­stand and accept each other’s various points of view and inte­rests bet­ter. This does not necessa­ri­ly lead to har­mo­ny, but it at least crea­tes a basis for coope­ra­ti­ve — and that means suc­cess­ful — action.

Whe­re­ver dif­fe­rent func­tions and levels in a com­pa­ny are mutual­ly depen­dent and have the aim of acting joint­ly, the­re is need for a mini­mum of agree­ment about con­tents (Latin: “Con­sen­sus”) about the goals, stra­te­gies and actions which are to be aimed at. Only in this way can the abi­li­ty to act come about. That is whe­re consens aims to sup­port you.