We unfold hidden potential in organisation and culture development
Learning Programme
Our carefully joint training programme spans three perspectives on leadership, culture and vital organisation, as well as expert and consulting development, complemented by industrial excellence. In addition, you can follow specific MBA or MSc modules in Industrial Management at the Danube University, Austria.
Vital Organisation, Leadership and Culture
What makes an organisation vital and productive? How could managers, leaders and experts make a vital difference?
Expert- and In-house Consulting Development
We strongly believe that expertise matters. And we see ways how experts can increase their impact.
Industrial Management
We share our extensive joint experience and know-how along the value chain with practitioners.
Donau-Universität Krems
MBA- and MSc Specialist Module
The Danube Professional MBA specialisation in Industrial Management starts in autumn 2016. ACG has been the chosen partner for the three specialist modules since 2006.
Many of our clients are in need to enhance the ability to co-create and collaborate better in a dispersed international context. This requires learning and development processes to happen in global settings. And here digital learning journeys turned out to be a huge advantage.
So we started to develop tailor-made digital Micro Learning Journeys that we have been using very successfully, mostly carefully embedded in related blended learning journeys, as well as organisation and culture development. This might be a learning piece on co-creating vital realities as well as an introduction for cross-cultural mentoring.
When we apply a blended approach in organisation development projects we also make use of our digital tools and Micro Learning Journeys to support these endeavors.
When it comes to learning, children are the real professionals. At breakneck speed they grab the basic tools for living and learning: trust, attachment capability, often several languages at the same time, tree climbing, standards, rules, empathy, stamina, the alphabet, and so on. But to do all this, children don’t have to “learn” how to learn, as they have an innate ability to imitate.
But if adults want to learn “managing staff”, for example, they can no longer rely on good old “learning from role models” . Like certain other challenging competencies, management and leadership are born of authenticity, and this cannot be gained by imitating others; the individual must develop it themselves , with their own resources and in their own way. This is where “second level learning” comes into play, whereby existing competencies have to be “unlearned” for a certain period, so that something new, unique and distinctive can grow.
