Organizational Development | Services 2026 | Executive Coaching Zürich | Sparring Partner

Growth, downsizing, a cultural issue emerging from conflict resolution, or simply an annual opportunity to take a step back and look at the bigger picture: organisational development rarely starts with a ready-made solution. It starts with an honest conversation to clarify the mandate and objectives.

I support organisations across multiple hierarchical levels — facilitating organisational development workshops and acting as a sparring partner to the people driving change internally: executive leadership, HR and internal organisational development leads.

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Facilitation & Sparring

In organisational development, I often take on two distinct roles within the same engagement. As a facilitator, I guide organisational development workshops in a structured, results-oriented way, while making space for what is left unsaid and what is happening beneath the surface.

As a sparring partner, I work with the people driving change internally, offering confidential conversations away from the workshop setting.

I make it clear from the outset which role I am taking on and when. The sparring I provide to internal change leaders is not coaching. It serves the same purpose as the facilitation itself: to ensure that the organisational development process is as purposeful and effective as possible.

Three Common Patterns

The reasons for engaging in organisational development vary, but three patterns come up particularly often. In every case, a thorough initial scoping and alignment process lays the foundation for success:

Growth or Downsizing

The organisation is changing in size — its structure and culture need to evolve with it.

Clarifying the Scope of Conflict

During discussions, it often becomes clear that mediation at the cultural level should go hand in hand with more fundamental issues related to strategy, structure, or leadership.

Recurring Opportunities for Reflection

For example, the turn of the year serves as a deliberate moment to take a step back and view one’s own organization from the outside.

Integral Management Instead of Treating Symptoms

Focusing on just one part of the system risks treating symptoms rather than addressing root causes. That is why I take a holistic approach to my work: strategy, structure and culture are considered together from the outset, as part of the initial scoping and alignment process, rather than addressed one after another.

Systems thinking provides the methodological foundation. The same integration of analysis and perception that underpins my work in coaching and team development is applied to the organisation as a whole. True to my guiding principle: «Kopf & Herz Hand in Hand».

How We Work Together

Guiding Organisations Through Change

Supporting change processes across multiple organisational levels — from restructuring and culture development to strategic realignment. From initial scoping and alignment through to embedding change in day-to-day practice, with the pace and persistence required to make change happen.

Leadership Development Programs

Multi-module programs that bring leaders from across an organisation together over time. Each program is tailored to the organisation’s specific needs — never off the shelf. Combining group-based formats with individual work for deeper reflection and development. For these engagements, I typically collaborate with a trusted network of established partners.

Sparring for Internal Organizational Development (OD) Leaders

A confidential space for feedback for executive management, HR, and internal OD drivers. You lead the process; I provide input—without being directly involved in the system myself.

For more extensive OE assignments, I also draw on my network of selected colleagues who share my approach and have relevant experience. Through the “OE-Forum Schweiz” association, we engage in continuing education together and strengthen our professionalism through supervision groups.

Workshops as a Format

Strategy and vision workshops, change workshops, large-group formats: The visible part of an organizational development process is usually a facilitated day-long session. You can find more information here about the formats I offer and my facilitation style.

«Good decisions don't emerge from thinking alone. And in an organization, certainly not from a single mind.»

Thomas Freitag

Client Testimonials and References

«His consistently clear perspective, the trusting dialogue, and his extensive methodological expertise have led to the professional growth of everyone involved. I would like to specifically mention his ability to immediately capture the ideas being discussed in a visual format.»

— Michael Rothmund, CEO, All for One Switzerland AG

Organizations That Have Trusted Me With Their Change Initiatives

Schindler Management AG – Executive coaching and organizational development
All for One Switzerland AG – Organizational development and support for the executive team
ZSG Schifffahrt – Organizational development and leadership coaching
Locher Ingenieure – Coaching for executive management and middle management

View more references

The First Step Starts with a Conversation

15 minutes, with no obligation and complete confidentiality. Short enough to fit into any calendar — yet long enough to see if we’re a good fit.