Our Clients
What the say

"We really appreciate your support, guidance and ability to listen and facilitate our Management Team in a very professional way. Thank you!"
– IKEA South Asia

"We had the challenge to manage cultural differences after a merger. We received the boost for the way forward by joining the cross-cultural program of The Change Express. Simulations of future scenarios, role plays and creative dialogues passed the review."
– Outokumpu India

"By joining sessions on scenario-thinking, team building and management games, we were able to move ahead rapidly in a global competitive market.."
– Philips

"An organization must be a place that brings out good qualities in people and creates an environment for everyone to become better. When you change, allow others to change with you. That's what we recognized again by using The Change Express"
– Aravind Eye Hospital

"On the question how to brand new strategies into new markets, we found the answer by playing the management game The Change Express."
– Litrogas Lanka Ltd

"We learned through The Change Express that stepping out of our comfort zone should be always part of your business approach."
– HCL Infosystems

"We had the question how to effectively anticipate clients and market trends. We found the answer in a customized Management Development Program The Change Express. This program increased our ability to think through scenarios and possible outcomes. Now we are using a part of these tools by ourselves."
– Small Industries Development Bank of India (SIDBI)

"You were able to convey change in our own business language!"
– CareerBuilder India

"You're lectures have reduced my lead time to get a job"
– MBA student

"We have made the company vision our own, thanks to you guys!"
– All India Management Association (AIMA)

Business Cases:

Gearing up in Oil and Gas
As one of our clients in the Oil and Gas sector faced recently: how to gear up for the future keeping in mind anticipating cultural differences and empowering of their professionals with the feeling of ownership? After we guided them to 'the next level' they took over another global colleague and managed their new change independently. 'We have learned from you guys the do's and don'ts of managing change just in time'. In a fun and engaging way, they experienced the challenge of preparing themselves for the future in a structured manner.

Next level in retail
Look at a retail company being eager to change its strategy focus from India to Asia-Pacific involving 150 professionals and managers. While guiding the process of high performance growth and sustainability, this company experienced the added value of The Change Express. Various parts of this toolkit are now fully integrated into their day-to-day business. We facilitated their journey in uncovering their hidden talents, improving leadership skills, enhancing team spirit and flexible mindset. They achieved their next level. Business cases in- and outside their sector, developing roadmaps and new scenarios were essential parts of the training program. These gained 'change' skills remain with us for life.

Continuous learning in healthcare
Nine hospitals led by a passionate family of ophthalmologists truly desired to improve the quality of service between doctor and patient. From our perspective, the quality level was already on the higher side, however, the management insisted on even higher standards. As they say, 'Continuous learning is our right to exist'. In collaboration with the medical staff, we took up the challenge and effectively tackled the issue. Our management development program used surveys, trainings, and tools focusing upon sustainable learning, working and execution. Through train-the-trainer sessions they have now integrated the progress achieved because of quality improvements into the Planning & Control-cycle of all hospitals.

Indian banks dream of conquering the world market with new financial products and services. Well, who does not have that ambition? This sector is extremely ambitious and eager to spread its wings at a global level. Tinkering with the latest technology and learning through the practical experiences of other global banks, they are steadily focussing on ways to reach out to the rest of the world and share their set of experiential knowledge. We supported them in how they can effectively anticipate their clients and market trends. In other words, how to think through scenarios and possible outcomes. How to tackle the what, if, but and what next, of possibilities in a paradigm shift. We helped them develop roadmaps with a strong focus on destinations as well as provided them with training so that they could implement Change Management techniques successfully. We guided them and made them reach the next level. The bank has now conquered the market independently. With stiff competition, one needs to have entrepreneurial skills in order to stay ahead. This also requires adaptable change in leadership styles. As we understand, the bank today is growing its customer base rapidly.

A huge ICT company was eager to reduce the lead-time of its processes by innovation and increase the skill level of its employees. In order to make this happen, we initiated inter-disciplinary team concepts. There was training on leadership styles and effective management of innovative processes for professionals and middle management. However, this was not really the issue they were facing. Generating innovative ideas was not a problem, certainly not in this organization. The challenge was in translating those ideas into consumable products. In collaboration with their clients, they could finally structure their ideas and implement the innovations into business processes. A key condition to be able to do this successfully is internal social innovation – to be constantly conscious of market trends, effective team work, standardization of processes, and the systematic planning of innovative ideas into a current or new business process. The outcome was reduced lead-times and costs.

One European organization in the steel sector took over another Indian colleague creating impact in the offices in India. It is a common story nowadays. The sales team faced the challenge of serving its current clients as well as those of its newly wed. How should they manage the cultural differences and hit a sweet spot now that the two had merged? With cross-cultural programs, simulations, role-plays, and creative dialogues, we worked with the managers and professionals in the India office. Keeping both the western standards and the Indian way of doing business in mind, we executed several Management Development Programs. Analysing behavioural patterns and providing feedback at a personal and professional level were key elements. Increasing the target and Return on Investment are critical factors which need an effective organizational culture. They were quick to grasp and proved that this was not a problem!

Several business schools in India would like to not only educate their students but also enhance their learning by providing some sort of experiential knowledge in management and change. They invited us several times a year to organize programs that would enable this for MBA students. With a fortnightly program, we interacted with groups of students (approx. 100 participants per program) through interactive lectures, competitive management games, and real-life business cases. Interestingly, students who have received a Change-certificate from Franzen/partners are able to find jobs more successfully than their peers are. A fixed part of our program is to let the students write a letter to themselves. The students need to find answers to questions like ‘How were you at the start of this program 14 days ago and how are you now? ‘, ‘What did you find remarkable in your own personal development during these 14 days? ‘, ‘Which aspects have helped you in understanding business and life better?’, ‘Having gained knowledge, how can you contribute better towards society?’ etc. We can tell you, there are very worthy stories written in these letters! Our programs bridged the gap between graduation and finding jobs.

We worked with several Embassies who were in the process of integrating teams while dealing with the consequences of collaborating across multiple cultures within the organization. Keeping in mind the differences in culture, it is an opportunity to find unity in diversity. Once Indian professionals and expats are able to understand their mutual backgrounds and cultural differences they were able to make effective choices and work together in unison. Taking time to understanding and expressing each other’s assumptions, behaviour and professionalism is key. It was inspiring to work with people coming from various countries and see them as integrated teams working smoothly. They showed proof of how 1 + 1 = 3. That is the spirit but let us be honest it takes courage as well.