Since 1968 our concept convinces corporate clients all over the world. HANSEN BECK training participants become more successful in the organisation and enjoy work as they understand the basic principle of motivation - self-motivation. a
Since 1968 our concept convinces corporate clients all over the world. HANSEN BECK training participants become more successful in the organisation and enjoy work as they understand the basic principle of motivation - self-motivation. a
We create heros. Where does this come from? Mr. Hansen and Mr. Beck were the skipper who brought Amundson in position for his final leap to the south-pole. Our understanding is the same. We bring your people in position to become heros. To enjoy going the extra-mile, to influence positively.
Why are we different. Because we go step by step and we make sure that trainings is combined with practizing, because learning has 4 stages:
We make sure that participants make our content a habbit.
we are not good because we have the longest tradition of behavioural trainings. We are good because we dared to change, to challenge ourselves and to adjust our training to new cultures and a changing market.
Change is a process which includes many steps and those steps have to follow and include the human needs to feel motivation for change.
No tool fits better to empower your team to enjoy change.
The Reteaming Programme has become the latest corporate response to working with participants' minds to maximise the potential of limited human resources. The main feature of the Reteaming programme is that it is designed to work on the minds of the participants to change their minds and behaviour. No matter how many action plans you make, if you don't have the heart (motivation), you won't be able to carry them out. On the other hand, if you don't have the know-how to take action, you can't do it no matter how much you have in your mind (motivation). The Reteaming Programme is a programme that achieves results through the interaction of mind and action.
After introducing the programme, mental changes such as an improved sense of belonging to a team, increased motivation and a sense of unity, and behavioural changes such as constructive problem-solving, energetic action, and smooth communication will be observed. It is also effective as a preventive measure for mental health care.
Reteaming fits organisational status such as the following;
5 elements expected to rise after the Reteaming workshop
Our licenced Reteaming Coach provides a "Reteaming Workshop", which will fully utilise the process of Reteaming 12 steps with a "Solution-focused approach".
Example of a program)
Reteaming session Part 1 (4 hours)
Reteaming session Part 2 (4 hours)
Note: Part 1 and 2 will take place with the interval of 1 ~ 2 months.
After 60 years of research and development, the current MBTI assessment is the most widely used instrument for understanding normal personality differences. Because it explains basic patterns in human functioning, the MBTI tool is used for a wide variety of purposes, including the following:
Why we are using MBTI:
Because MBTI is founded in years of research and is proven to be reliable in all countries and cultures we operate in. Professional research confirmed the reliability of the results and prevents that participants get confronted with unreliable. results.
The MBTI tool is used widely throughout the glove and translated into more than 30 languages. Especially in the Western world, MBTI® has become a de-facto standard for educational and business institutions to help their people develop and solve the challenging issues between human beings in our daily activities.
We get a short term mandate to analyse the situation, execute interviews , research with all stake holders and develop suggestions for improvements . Clients can choose to implement the improvements with CBI support or internally. In most real crisis situations, we join the management team in order to achieve the necessary leverage with all stake holders.
CBI’s interdisciplinary team has deep experience in the management of crises. We have the expertise to guide the team to the right decisions. The effective, practical implementation of these decisions is equally important. The team has to follow-through with the right resources and create the desired outcome even in a highly challenging environment. To achieve this, they need commercial, financial, legal, HR, change management, technical and negotiation-expertise.
Managing the fallout in Japan from one of the most significant insolvencies in German automotive history, Karmann, by successfully restructuring numerous companies, managing downsizing after the Lehmann Shock and by keeping businesses operational after the Tsunami in 2011.
We know how to negotiate major deals with customers and how to align teams towards new targets. In all our projects we apply our holistic approach, a combination of technical, HR, finance, legal and market-specific customer know how. We also turned around underperforming businesses in China and India understand what a crisis means for all involved people and how to motivate them to come out of a crisis as winners.
Often, in a crisis, the head office management team is stretched and unable to support group subsidiaries fully. This is particularly true of the current COVID-19 crisis and especially significant for Japanese subsidiaries.
Changes to government rules and regulations are poorly managed and require interpretation. The processes for applying for government support for staff and the business are complicated and require judgement. Supply chains are interrupted, cash flow is reduced or stopped, and the company is unable to produce.
Local management is often unprepared for these challenges, unable to explain the situation clearly or has not learned or been empowered to manage with the necessary authorization. This creates a paralyzing effect in a crisis, especially in case of Japanese companies, which are naturally hierarchically structured.
When the Lehmann Shock hit the world in 2008 we were working on a project in Japan building a plant which was due to start production in April 2009. We met the target date for SOP with all requirements.
Unfortunately, on the same day, the client’s parent company filed for bankruptcy as a result of the global financial crisis. We were involved, engaged, committed.
We were providing the CEO and several other lead-functions in the Japanese entity.
We did not step back, we went through the crisis with the business in Japan, did not miss a single delivery to the client and restructured the going-concern for a successful change of owner in 2010, the financial and legal impact on all involved parties was brutal and complicated, but nobody went to court or stopped the lines.
In parallel we managed the down-sizing of many other clients in Japan. All of them came stronger out of the crisis than they were before!...
…just to be hit by the triple tsunami catastrophe in 2011. The process with several clients started again:
▪ What can we still afford?
▪ What is our social responsibility?
▪ How can we secure deliveries and services to clients?
▪ Where are additional chances which we would not have without the crisis (M&A, weak competitors, price increases, release of incapable people under “loss-making-unit protection)?
▪ How do we have to change our business-model, our processes, our offering?
We have provided leadership, guidance and resources during both of the recent major crises in Japan. We know how to develop and implement a strategy which focuses on business-continuity fast. We have the experience, the expertise and the legal understanding to also support your business in Japan to develop chances out of situations which seem hopeless.
We represent companies in Japan.
We manage companies in Japan.
We are on the board of companies in Japan
We develop strategies for companies to be successful in Japan
Most situations you experience has hurdle are routine process for us to resolve
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Our trainers have led organisations on executive-level themselves. They have been where your team members are today and are developing your organisation with practical change methods and tools.
While being trainers, we are hands-on involved in actual business operations, enabling us to stay cutting edge in what we do.
While we advise you about cross-border selling, we represent companies from Asia in Europe and vice versa. Cross-border sales are a daily reality and not a theoretical approach.
The further the sales function is decentralized and disconnected from central functions, the more difficult it becomes for your sales team to sell a brand deliver, a brand promise.
We have the experience, methods, and tools to ensure that your decentralized sales teams stay connected to your value chain, which will deliver the right products for your target markets.
Recognizing that qualified sales is the core of you business we offer:
A history of cross-border market-developments:
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A history of cross-border market-developments:
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Cross-Border Project Management presents unique challenges stemming partly from the company itself and from national cultural differences. This is particularly true for projects involving Asia and Europe.
Project Management is first-of-all leadership, but will not be successful without professional communication, stakeholder-, as well as time-, cost- and specification management. Project excellence is grounded in a clear and transparent methodology and requires trained people, defined processes and sufficient resources. A project manager needs negotiation skills, is a critical thinker and a good team manager. He/she also needs a lot of commitment, energy, passion and enthusiasm to convey the strategic importance into the spirit of his/her crossfunctional team! Only a well-aligned team will achieve all project targets.
CBS is your competent partner in Cross-Border Project Management. We have led and implemented numerous projects for our clients, one example being the set-up of the firstgreen-field plant of a German automotive supplier in Japan. Each Solution Partner has run multiple, wide-scope projects in different industries (automotive, trading, renewable energy, medical and others). The industries are different, but the needed competence and methodology to run the projects successfully remain unchanged. Our project approach is in line with the international IPMA standard. The solution leader is an IPMA Level B Certified Senior Project Manager.
CBS can either be part of the project organisation, taking on the roles defined by the client and supporting the projects directly or we can conduct training for the project team before the start of the project. We can also work with your team at specified milestones conducting project reviews to ensure the right quality level before moving to the next milestone.
Interim Management needs are especially time-sensitive and rely on efficiency in search and placement. Having access to a highly experienced pool of management professionals with leadership experience in major Asian markets, we are able to assist you during times of temporary professional needs with impactful solutions.
Deployment of our interim management professionals are limited to a period of 3-15 months.
We have experience sourcing interim managers for demanding leadership and project management roles in all major Asian markets, especially Japan, Korea, China and S.E. Asia for the following situations:
It is financially viable, supports social progress and is protective to the environment.
We support companies to identify the success factors for a sustainable development, we manage the projects and train the organization to mobilise the inherent knowhow, experience and capabilities of the people.
We offer the necessary tools and trainings.
Success Factors for Sustainable Development are complex and need to be managed
Value protection and value creation need to be simultaneously targeted and achieved:
Why is our approach different:
With our RETEAMING (Hyperlink) to reteaming) background, we understand that people only change if they recognise their current shortcomings and why change is the only option to create a successful future.
Our change specialists have led teams as CEO or HR Executives through significant changes, crises. We know that teams, even in highly demanding situations, can be motivated to out-perform by providing them with an environment that allows them to participate in creating their own brighter future.
We know how to overcome resistance rooted in self-defence and the natural fear of change. We have the tools and methods to provide the correct frame for change. And we will develop your organisation to a level where change becomes a routine and discipline.
Many of our in-house developed tools support change management processes:
Our coaches have managed organisations on all levels.
- RETEAMING