• Turnaround

    Retailer Enhancing vertical dialogue View case
  • Merger

    Pharmaceutical company Open Space Workshop View case
  • Production reliability

    Manufacturer Integral workshop View case
  • Sick leave rate

    Service provider Design Thinking View case


  • Reintegrated employee

    Construction company Business Mediation View case
  • Stakeholder management

    Medical company Conflict coaching View case
  • Strategy

    Premium Retailer Business mediation View case


  • Teamperformance

    Software-developer 24-uur-sessie View case
  • Processing time

    Secondment company Structured dialogue View case

Complexity is the prodigy of the world. Simplicity is the
sensation of the universe. Behind complexity, there is
always simplicity to be revealed. Insinde simplicity,
there is always complexity to be discovered.

Gang Yu



Enhancing vertical dialogue Initial situation

The performance of a retailer lags. Various process interventions, improvement measures, personal discussions and incentives have no effect. Turnaround management is hardly necessary.

LANZ inventories the situation with the team leader and organizes a workshop. Here, the team leader announces the necessary second reorganization and then leaves the room. His team members reflect the message and then – independently – develop alternatives to change the situation. The team leader comes back and listens to the

ideas of his team. He evaluates this at a later date and sets out what measures he wants to implement and which not. He links his decisions back to the team. The team, in turn, further elaborates the approved alternatives, adjusts them and implements the action.

By alternately presenting and reacting to it, and by independently developing and executing alternatives through team members, space, understanding for one another’s standpoints, problem-solving abilities, and finally pooling forces for the second reorganization arise.

Net time investment: 1 preliminary discussion, 2 workshops.

Focus on the journey, not the destination.
Joy is found not in finishing an activity
but in doing it.

Greg Anderson


Pharmaceutical company

Open Space Workshop Initial situation

The head office decided to merge two business units. In the Netherlands, there is a wait for formal approval by the works council. What exactly needs to be done to bring the business units together successfully is unclear.

LANZ starts with one-on-one talks with the “staying” and the “leaving” leader. The aim of the one-on-one interviews is to identify the topics which, in their opinion, must be dealt with in order to promote the development of the new business unit. The leaders then discuss their visions together and agree on how long the leaving

leader will be involved. In the next step, the staying leader presents his ideas to the managers and agrees the next steps. Leader and management opt for an open-space workshop with all staff to address all issues. In a second workshop, the same participants develop first frameworks for the identified topices. Independent workgroups, supported by peer intervsion, then develop an approach and implement tailor-made plans aligned with management.

Involving all participants from the very beginning in a step-wise and well-informed manner as a co-designer of the new business unit creates common ground and acceptance as well as a clear picture of the scope of the business unit integration.

Net time investment: 1 preliminary discussion, 2 workshops, 3 supervisions, 1 coaching.

The best way to predict the future
is to create it.

Peter F. Drucker

Production reliability


Integral workshop Initial situation

One of the key performance indicator oft he production facility is the production efficiency. Despite continuous attention and interventions, it is not possible to increase it. As a result, the number of units is structurally below plan so that delivery obligatoin are not well met.

LANZ starts with individual interviews with the members of the management team and inventories the personally perceived factors that hamper efficiency, control and control. LANZ reflects these issues in a joint meeting with management and helps them to develop a shared vision. In a joint workshop, the management presents their

analyzes and ideas to the team leaders, foremen and machine operators from the factory. Then they leave the meeting. The operational staff subseqeuntly shares their views and develops suggestions for improvement from their own perspective. LANZ helps to translate these into concrete measures and planning. The team-leaders then present their suggestions to the management, who later makes comprehensible decisions from the plans.

By analysing at all levels of the company, which aspects may affect the efficiency increase, and exchanging ideas and insights transparently, safely and in a structured manner, a breakthrough results and the production efficiency improves significantly with minor adjustments.

Net time investment: 3 interviews, 1 preliminary discussion, 2 workshops.

Reintegrated employee

Construction company

Business Mediation Initial situation

A teammanager succumbs to increasing work pressure and fails. The medical officer recommends resuming contact between “employer and employee” with the help of an independent third party.

LANZ begins with one-to-one interviews with the employee and the employer to identify their positions, interests and expectations. LANZ then proposes a joint discussion and summarizes the framework conditions for this. Both parties can agree.

In the joint discussion, the employee and the employer explain their points of view.Together, they create an agenda that offers space to take a deeper look at all topics and to work out the resulting solutions.

By exploring the viewpoints with mutual respect and in a secure manner, contact and trust can be re-established, creating room for new alternatives.

Net time investment: 4 sessions, whereof 2 individual.

Stakeholder management

Medical company

Conflict coaching Initial situation

A managing director gets entangled in the same situation with his stakeholders again and again. He builds up increasing frustration. The inspiration for a new direction is lacking and his energy is limited.

LANZ begins with an inventory of which topics and persons hinder the CEO in the current situation and formulates possible directions to look at.  The director adds his most important work (and life) experiences and (latent) desires and needs in a series of follow-up interviews.

This gradually creates a clear picture of its possibilities. On the basis of a roadmap that leads him from “a to b”, he fills in concrete steps. LANZ coaches and guides the transition with reflections in personal conversations.

Through supportive, holistic and open reflection, insight and confidence in one’s own room for maneuver are created and alternatives become visible, breaking the status quo.

Net time investment: 5 sessions.

Learning culture

Insurance company

Leadership-development Initial situation

A large insurer wants to be more innovative and competitive in the rapidly changing world of its customers. The objective is to increase the agility of the entire organisation, including all teams and employees, by establishing a learning culture.

LANZ is involved by a network partner and trains managers in developing and strengthening ownership of their employees. During the leadership development training the managers learn how to get their teams moving as small change units. They are given practical tools, practice the principles and operation of team dynamics and increase their coaching skills in a targeted manner.

By training with actual situations and directly applying what has been learned in practice, the managers have become well aware of their role and impact on employees. They consciously put their new skills into practice competently: continuously mirroring, zooming in and out, making things open to discussion and actively involving everyone.

Net time investment
3 training days per manager.




Construction company

Management development Initial situation

A leading contractor wants to make employees skilled in (personal) leadership on their way to a management position.

LANZ is involved by a network partner and works with the trainees on three axes: me as a leader, me & my team, and me & my organization, customers and (changing) contexts. All participants receive their own personality profile that they can use as a basis for their developmental possibilities and needs. They reflect on themselves, analyze their team and have targeted conversations with stakeholders of the organization.

Future managers are more aware of their role and influence in the force field in which they operate. The potential management quality within the contracting company has increased.

Net time investment
6 training days and 4 peer group days per manager.



24-uur-sessie Initial situation

The owner of a fast-growing software developer wants to increase the performance and  job satisfaction of his team.

All team members share their observations with each other in so-called 24-hour sessions. The aim is to increase mutual understanding and to highlight the core needs of the team. In a next step, LANZ provides insight into the patterns in the team, by means of team analysis and case simulation. The participants deepen their common core themes and their behavior in follow-up sessions and translate these into concrete individual and group actions.

Insight for all team members that moments of relaxation and rest, stimulate renewal and growth. As a result of the increased trust in each other, the participants consciously seek more depth in their decisions and challenge each other more. Team choices are more thoughtful and grounded, so that more can be done with less.

Net time investment
3 workshops

Processing time

Secondment company

Structured dialogue Initial situation

The back office of a secondment agency is increasingly dividing itself into two camps. This is not only at the expense of operational excellence, but also of job satisfaction.

LANZ first performed a force field analysis on the basis of personal observations and estimates. This was used as input for a session with all back office employees in which all subjects that actually matter were mapped out in a structured way. In the second part of the session, concrete tools were provided on how the team members can better challenge and address each other.

By reflecting on everyone’s personal perception of the dynamics in the team, the employees have agreed to leave the past behind. The back office has restored mutual cooperation and jointly made a development leap.

Net time investment
One-day workshop, interim evaluation of half a day and intake interviews of 1 hour per employee.


Premium Retailer

Business mediation Initial situation

Two directors get stuck. Their visions about the company’s future strategy determination seems to be increasingly diverging.

LANZ starts with individual exploratory talks. Emphasis is placed on the process and the expectations back and forth. Subsequently LANZ maps out with everyone what is important to her or him. The joint meeting takes place after two preparatory meetings.

Each director shares the topics which matter to her of him and, under supervision, discuss the backgrounds and views.

LANZ mirrors, sharpens, keeps asking questions. The parties are gradually taking over control of the conversation. The tension fades away.

By reflecting in a structured and candid way, understanding is created for each other. The involved persons are again able to unite points of view and to set out lines in which both the group and the individual can agree.

Net time investment
4 sessions to restore a constructive balance. 1 semi-annual maintenance session.



Sick leave rate

Service provider

Design Thinking

Initial situation A company is struggling with a high level of absenteeism. Various measures such as the introduction of a vitality program, personal conversations and training have no effect.

Approach LANZ is organising a workshop with employees who are currently experiencing sickness absence, recovered from it or at risk. LANZ supports them in a first step to define their own context for vitality and, in a second step, to create it. For this, observations and findings are collected from the participants. Subsequently, promoting and obstructing patterns are identified and the employees contribute initial ideas. These are presented to management and tested together for desirability, feasibility and

profitability. For the best scoring ideas prototypes are developed by employees and tested in practice. Critical reflection in groups supports the further development into services and products that are widely received by the organization and can therefore easily be incorporated. Management is informed at regular intervals about progress and makes adjustments where necessary.

Result By involving all people in the process in his or her thinking, new, feasible frameworks have been developed. Instead of imposing and controlling matters, employees have been able to develop and build something new themselves.

Net time investment customer 3 workshops, 3 reviews and retrospectives.

& training ® .Meet

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