ti communication turns 15

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ti communication turns 15

Company anniversary 

Ti communication turns 15 – what better reason to celebrate! And yet, we wanted more than just a party. True to the motto "Work hard, play hard", we coupled our anniversary with the exchange platform INTERCHANGE, which successfully took place on the afternoon of 2 October. That evening, most of the conference participants took advantage of the opportunity to continue conversations begun in the afternoon with chilled drinks, a warm buffet and cool jazz. Some used the break between events to go on a tour of the winding lanes of the medieval Old Town, presented by Stadtmaus, and discover interesting facts about the history of Regensburg as a city of encounter – a perfect topic to fit the day. With the arrival of the evening guests, the room in the historical Salzstadel in the heart of Regensburg's historical centre was well filled.  

Fund-raiser in favor of Doctors Without Borders

But the relaxed evening event offered more than just entertainment. Conceived as a fund-raiser, all profits went to the international charity Doctors Without Borders. The motto "Work hard, play hard" continued through the evening, whereby the work on that evening was treated as a reason to celebrate. Before guests could enjoy the international delicacies made by Hausers Kochlust, supported by Rosenpalais Catering, they received some food for thought. In a visibly good mood, ti communication directors Gerhard Hain and Susanna Bezzel greeted their guests, and Mr. Hain took the opportunity to explain in a humorous presentation "what moves us and where we are going". It then became clear that the ti communication success story was not only made possible by a high degree of commitment and dedication and hard work, but also a hearty dose of fun.  

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A successful premiere

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A successful premiere

INTERCHANGE took place for the 1st time

After months of preparation, from the conceptual planning to the organization of the venue and catering to inviting presenters and participants, 2 October finally arrived: the INTERCHANGE exchange platform took place for the first time, and, without exaggeration, we can say that the premiere could not have been much better. Inspired by bright sunshine, everyone involved provided for an excellent atmosphere even before the official start of the day. Heartfelt greetings, animated small talk and the prospect of a fascinating day filled the rooms of the historical Salzstadel in the heart of the world heritage city of Regensburg. The location, as historic as it is modern, proved to be the ideal site for a successful mixture of concentrated professionalism and pleasant conviviality.  

One decisive factor for the event's success was its perfect organization by our marketing department, who made sure it was conducted smoothly, from start to finish. The ti communication staff in charge of reception and service also contributed to the wonderful atmosphere by – believe it or not – being even more motivated, professional and friendly than they already are. In cooperation with the extraordinary catering provided by Hausers Kochlust, supported by Rosenpalais Catering, they left nothing to be desired. 

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The Strategy Challenge

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The Strategy Challenge

How can companies develop their strategy or implement an existing one more efficiently? The basis for starting strategy development involves examining essential questions about the future and evaluating how the company will be affected. By including managers and employees in the process, a solution culture is generated which extends beyond conventional delegation. Dieter Dier, speaker at the INTERCHANGE '15, about the strategy challenge.

What is the greatest challenge with regard to the strategy of a company or division?

Developing the strategy or implementing it? Several companies develop a corporate strategy themselves or with the assistance of external consultants. However, many fail in its implementation. In our view, there are two primary reasons for this:

  1. The strategy was developed behind closed doors, considered the boss's job or even "developed after complex analyses" by external parties. The goals and measures for strategy implementation do not sufficiently trickle down to employees, and the organization cannot connect to the new strategy. Neither the goals nor the measures are worked out adequately. There is not enough transparency to offer concrete action options for the operative levels. There are too many loose ends.
  2. The developed strategy is inflexible and cannot respond quickly enough to changes in markets, technologies and environments. The initial innovative energy often transforms into an appeal to do ever more of the same at an ever faster pace. More and more often, momentum must come from "above" in order to impel those "below" to continue.

In other words, the approach lacks an integration into the organization and developmental dynamics.

The challenging aspects of strategy development are the creation processes and their implementation. An integrated strategy process is needed, one which ensures the participation of the implementers as well

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Developing management competencies for tomorrow here and now

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Developing management competencies for tomorrow here and now

Sabine Amend, speaker at the INTERCHANGE '15, about changig demands on executives in an increasingly global and complex world.

Small, medium-sized and very large companies ask themselves: If the world changes in the next 10 years at as fast a rate or faster than in the past 20 years – what will we be facing? What competencies must managers master in order to endure in this turbulent world? The challenge for HR and managers is the complexity of the situation: A lot is going to change very quickly - but just how is virtually impossible to predict. Several factors will come together. Global and local interactions will cause surprises and critical, new conditions for organizations. How can companies react? What role will management have? Will foresightful, future-oriented action even still be possible? And if so, how?

Let's start with a snapshot of the present to find answers to these questions:

Global leadership – unlimitedly complex?

A manager from Southeast Asia with international experience is responsible for employees in several Asian countries and western Europe. She works for a German corporation. Now, for the first time, she is working in an American/multicultural environment in southern California: The German corporation purchased a company with locations in several regions of the USA. The firm's goal is to expedite the standardization of processes – while at the same time keeping the impatient, individualistic American employees motivated. Initial tensions between the expectations of the German head office and the realities in the USA are already showing. How can the manager operate optimally in this multilayered situation?

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Reflection time for managers - The new definition of the leadership role in a highly-globalized world

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Reflection time for managers -  The new definition of the leadership role in a highly-globalized world

Anna Corbet, speaker at the INTERCHANGE '15, about managers' need for "time outs" for reflection and course correction to run the highly complex day-to day management successfully.

Time pressures rule a manager's day, especially the daily business of managers active on a global level. Fast-paced change requires quick decisions and targeted change processes. In addition to demanding professional expertise and leadership tasks, managers are faced with the challenge of constant change, locally as well as globally.

Today, multimedia-based communication, remote management or the need for increased networking are only a few of the challenges that managers must master as a matter of course. Demands with regard to self-management, flexible management competencies due to internationalization and the often highly-complex day-to-day management business require an enhanced handling of one's own leadership role and leadership potential.

However, reality often paints quite a different picture

Employees are promoted into leadership roles and must master the jump to being a manager on their own. Frequently, they keep their entire line-up of tasks and fulfil their management role on top of those. As team leaders, the already manage their co-workers in global locations. People in such leadership positions rise up in the company, and with the move, the demands and expectations put on management, as well as the complexity of management tasks, increase. Management, strategic developments, and initiation and supervision of changes, often on a global level, now take the forefront along with several other issues. Operative tasks should be increasingly delegated. Several managers in middle management frequently still cling too strongly to the operative business, thus becoming trapped in the vortex of performance and time constraints. Discussions from practical situations show that clinging to the operative level is not always the result of day-to-day demands, but rather serves as an anchor of security in an environment of increasing global complexity.

Managers are like top athletes

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15 years of ti communication - Anniversary celebration to benefit Doctors Without Borders

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15 years of ti communication -  Anniversary celebration to benefit Doctors Without Borders

Following our exchange forum INTERCHANGE in the afternoon, we will hold our anniversary celebration to benefit the organization "Doctors Without Borders" on the evening of 02 October 2015 in Regensburg's historic Salzstadel salt store building. We welcome you to join us in celebrating 15 years of ti communication, 15 years of intercultural management and consulting in the heart Regensburg's historical centre, and 15 years of loyal customers!

Small start, great growth!

At the inception of ti communication, what is now a company for intercultural management and consulting began as a two-man/woman operation. Year for year, it grew into a successful corporate consulting firm. Today, ti communication boasts a large team of employees responsible for the preparation, conduction and follow-up work of our training courses, customer service, sales and marketing. Around the world, more than 300 senior experts are at work for our clients. On virtually every continent, we offer intercultural training and the respective corporate consulting at any time. Today, ti communication is a global player in more than 40 countries: Several renowned corporations rely on our consulting services, because they know that customer needs are the focus of our work.

15 years of passion

For 15 years now, our motivation has been the joy we find in our work. We love what we do and look forward to the success of our measures every day! After so many sears of successful collaboration, we wish to thank you, and are holding a special event for you, and of course for us as well, on the occasion of our anniversary. Our celebration is taking place in the historical Salzstadel in Regensburg, with its unique atmosphere. Gerhard Hain and his associates at ti communication will host the evening, receiving a helping hand from the following people:

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INTERCHANGE – the Exchange Forum

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INTERCHANGE – the Exchange Forum
The meeting point for intercultural professionals and economic experts

For 15 years now, we have operated under the motto “Wherever you are, we’re already there”. Now it’s time for you to come to us. We cordially invite you to be a part of the first ti communication INTERCHANGE – in the heart of our home, the World Heritage Site of Regensburg.

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The Trainer Meeting 2015 Of current innovations and planned sensations!

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The Trainer Meeting 2015   Of current innovations and planned sensations!

From 28 February to 01 March 2015, ti communication held its annual trainer meeting in Regensburg. Under the motto “Intercultural Management Development”, this year, too, numerous interesting lectures by our trainers and coaches contributed to the success of the event. In addition to providing instruction on the topics, the annual meeting also primarily served as a chance for trainers and ti communication to ex-change ideas and experiences.

At the start of our trainer meeting, CEO Gerhard Hain provided a short review of the year 2014 and presented the developed workshop series called “Hauser.Kochen | Hain.Kultur” (“Hauser.cooking | Hain.culture”), which will be part of our programme as of the summer of 2015. The trainers got a further surprise with the presentation of the planned INTERCHANGE, which, initiated by ti communication, will take place on 02 October 2015 in the UNESCO World Heritage Site, Regensburg.

From the “Intercultural Readiness Check” to the dynamic “Enterprise Game Platform”

Andreas Hauser opened the technical portion of the event with a report on four possible in-ternationalization strategies for companies and their influence on the respective management models. Using these strategies, one can identify how global a company is and what synergetic potential exists between

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Internationalization Strategies - Just how global is your company?

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Internationalization Strategies - Just how global is your company?

German products are known throughout the world under the quality label “Made in Germany”, and several German brands generate the majority of their turnover beyond the borders of their home country. The requirement of having an international presence and being a global player in one’s respective market segment is a matter of course for many medium-sized and large companies. Yet just how far has “international thinking” really come in the management and executive levels of German companies?

Particularly when talk is of international cooperation, there is a variety of models according to which companies orient themselves toward respective partners, subsidiaries or branch offices. In the following, four internationalization strategies will be presented that can help depict the various approaches and behaviours in such interaction.

In the illustration above, the left circle depicts the corporate culture of the home country (which, for purposes of explanation, represents the German head office), whose organizational structure has a grey background; the right circle represents the international partner, whose local circumstances are depicted on a white background.

Polycentric strategy: The German head office and the foreign subsidiaries work well and with little overlap parallel to each other, almost independently.
This strategy is frequently employed for functional internationalization: There is a high degree of independence from the German head office; the corporate management of the partner is adapted to local circumstances; the foreign corporate culture remains intact; there is no exchange of employees and know-how.

Ethnocentric strategy: The environment in the foreign subsidiaries is clearly influenced by German culture, and work is done according to the instructions of the head office.
In the past, it was typically used for institutional internationalization, but is also still a widespread corporate philosophy: Central decisions are made in the head office; the corporate culture and corporate management of the foreign partner are strongly influenced by German methods; a German expatriate has an executive function in the foreign country; hardly any foreign know-how or employees are integrated into the German mode of thinking.

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