Transformation
Leadership is relationship is organization.
I support companies in deliberately developing both structures and leaders’ capabilities, aligning them for a future-ready direction.
An uncertain and disruptive world requires many organizations to undergo an update. Sustainable transformation succeeds when people, collaboration, and structures grow together.
Using scientifically grounded methods, I enable leaders and organizations to successfully shape change. On currently relevant topics such as …
Agile methods & self-organization
Collaborative learning and feedback culture
Implementing new ways of working
Overcoming old structures and patterns
… or tailored to your organization’s unique transformation challenge!
My expertise is based on many years of practice-oriented research as an organizational psychologist at the University of Applied Sciences Northwestern Switzerland and ETH Zurich, combined with training and further education in development-focused consulting and coaching.
Project references
Established a project-based organization and increased value creation:
A mid-sized company wanted to organize its operations more around project execution, improve collaboration, and offer more internal development opportunities. However, the company was characterized by steep hierarchies and rigid departmental boundaries.
➔ Using a non-disruptive, evolutionary-experimental change approach, our team supported the company in a long-term transformation project toward a new organizational model. Collaboration became more agile and open, and the overall capacity for change increased, which led to greater economic success.
Publication (German): Berli, S., Weichbrodt, J., & Welge, K. (2023). Mythos „machtlose“ Agilität: Was passiert mit der Macht in einer agilen Transformation? In O. Geramanis, S. Hutmacher, & L. Walser (Hrsg.), Organisationale Machtbeziehungen im Wandel: Führung zwischen Zustimmung und Zwang (S. 355–369). Springer Fachmedien. https://doi.org/10.1007/978-3-658-42092-5_22
Implemented mobile work and advanced the leadership culture
An organization wanted to enable remote work but was concerned about potential conflicts regarding employee expectations, team capabilities for distributed work, and perceived fairness.
➔ Using a tailored, scientifically grounded approach, we supported the implementation of mobile work directly within the teams as part of the transformation project. At the same time, we advanced the leadership culture — fostering greater autonomy and improved collaboration.
Publication (German): Weichbrodt, J., Soltermann, A., Begerow, E., & Keller, M. (2025). Hybrides Arbeiten im Team selbst regulieren? Ergebnisse einer Fallstudie und Vorstellung eines neuen Angebots. In: Hybrides, Ortsflexibles, Multilokales Arbeiten? Wissenschaft im Dialog V, 32–35. https://doi.org/10.21934/baua:fokus20251006
Enabled a developmental culture and demonstrated its impact
A consulting agency realized that they had introduced structures and roles for greater self-organization, which were not truly being lived. A need for collective development became apparent in order to fully unlock the potential of shared responsibility.
➔ In an innovative project, the team went through a personal development program — individually, yet shared collectively. At the same time, the scientific support provided by my team and me demonstrated how this strengthened the culture of trust and advanced both the growth of the people and the organization.
In cooperation with willms.partner.
Publication: Weichbrodt, J., & Willms, J. (2023). Personal Growth at Work: A case study on the interconnection of individual and collective learning. Presentation at the European Society for Research in Adult Development (ESRAD) 2023 Conference, Greenwich, London, UK.
Digital transformation evaluated and strengthened
In the digitalization of an administrative organization, transformation programs are a recurring challenge. After a particular major initiative was considered successfully implemented, there remained uncertainty about how to replicate this breakthrough.
➔ In an applied research project, I analyzed the organizational-psychological success factors. The findings were used to design future transformation programs more effectively.
Reference available upon request.
More examples for collaborating with tracc:
Taking leadership to the next level:
A craft business has grown rapidly since its founding, but the founder-centered structures and processes are reaching their limits. The management team recognizes the need for new leadership structures that involve more people.
➔ In a joint transformation project, we identify the elements of the existing leadership culture that should be preserved. We then gradually develop new roles and functions, along with the associated skills and cultural practices.
Developing leadership capabilities:
An industrial company with technically oriented middle management has experienced strong growth. It becomes clear that the middle management layer needs to deliberately develop leadership skills in communication and relationship management, in order to succeed in their new roles.
➔ The Leadership Circle Profile 360° feedback helps identify individual and collective leadership patterns, as well as development gaps. I support the development of these capabilities through one-on-one coaching and joint workshops.
Becoming more agile:
An IT team in a mid-sized company wants to make collaboration more agile and flexible. New structures are intended to enable more efficient and self-directed ways of working.
➔ Together, we collaboratively develop new team-specific structures, roles, and methods of working. I support the team in implementing them.