HOW IT ALL BEGAN …

The idea for PAWLIK Consultants grew out of the firm belief that people’s actions result from mental processes; that they by no means occur incidentally. During my time as a football player at FC St. Pauli and later as the managing director of a financial services company, I realized something crucially important: that I always performed best when I was very conscious of what was motivating me and of how I could translate this motivation into deliberate actions. Knowing that this was likely to apply universally, and convinced of the fact that the corresponding mental processes were controllable, I embarked upon the creation of a business model. Today, 20 years later, I can proudly state that this business model has flourished. And that, thanks to our conscious decisions and actions, we now comprise 150 employees across eight international offices. I look forward to the next 20 years of PAWLIK company history.

Cordially

Joachim Pawlik

20 YEARS IN 4 FIGURES

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MILESTONES IN OUR COMPANY HISTORY

1996

1996

Foundation of the company, with an initial focus on personnel development

1998

Development of the organizational development unit

2000

Expansion of business activities to include personnel diagnostics

2001

2001

Foundation of scan.up AG

2001

2001

Inauguration of the Berlin branch

2002

Further expansion of business activities to include personnel consulting

2003

Move to Kleine Reichenstraße address

2008

Development commences on the StepbyStep competence model

2011

Move to Astraturm address

2011

2011

Foundation of PAWLIK Sales Consultants Asia Ltd. with an office in Hong Kong

2011

Foundation of PAWLIK Executive Search GmbH

2012

2012

Inauguration of branch offices in Cologne and Munich

2013

Introduction of the Alliance model for professional consultants

2014

2014

Foundation of PAWLIK NL with an office in Amsterdam

2015

2015

PAWLIK becomes a traineeship program partner of HSBA

2016

2016

Acquisition of French change consulting firm ICM Associates

DEVELOPMENT OF OUR LOCATIONS

DEVELOPMENT OF OUR TEAM

1996: 15 employees in Hamburg
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2000: 50 employees in Hamburg and Berlin
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2016: 150 employees across eight locations around the world
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FUTURE OUTLOOK

What will the future of work look like? What will count as work in the future? What should companies and employees prepare themselves for? Our hypotheses:

Many managers still harbor the romantic ambition of being the one to instill their team members with a strong sense of commitment and willingness to go that extra mile. The reality today, however, is that employees are tending to accept formal power less and less. As a result, processes are becoming more democratic, with interdisciplinary projects, process work and networking tasks increasingly replacing established structures. This state of affairs calls for a new take on leadership.

Flatter organizational structures, interdepartmental and interdisciplinary processes, democratization, more project work, international synergies and self-direction are some of the challenges that make closer collaboration necessary.

Achieving growth and remaining competitive in today’s dynamic, unpredictable markets, is increasingly about how flexible companies are in terms of their ability to adapt their direction and behavior. “Change” is becoming the norm and the ability to change, a core competency. Key to such change is of course ensuring that a company’s employees move with it.

People are increasingly wanting to grow with their tasks and to learn flexibly in terms of time, place and content, and are making corresponding demands of their employers. This is set to fundamentally influence the learning and development sector.

The insecurity and dynamism of today’s markets complicates and shortens interrelationships. What is the cause? What is the right decision? The ability to deal with such questions and discussions effectively, as opposed to relying on simple answers, is set to become key to the success of people and companies. Changing circumstances call for new mindsets: Believe and doubt at the same time! Try things out, fail, adapt!

“My goals. My performance. My development. My life.” – Democratization, flat organizational structures and agile project work and networking will require employees to exhibit increasing levels of self-direction and independence. The role of leadership must adapt accordingly to provide more process-based guidance and focus more strongly on results and teams and less on individuals.

IMPRESSIONS

THE NEXT 20 YEARS

Over the past 20 years, PAWLIK Consultants has contributed significantly to defining the role of a consultant. With our Action Control Model, we were the very first consulting firm to build our personnel development approach, advise our clients and implement our projects on the basis of scientific research. This pioneering background motivates us to continue setting benchmarks; to continue anticipating the developments and challenges that our clients will face in the future and creating corresponding solutions and concepts. In this regard, we have contemplated three future scenarios that we are likely to have to contend with in the next 5, 10 or 20 years.

Globalization

Markets and people will become increasingly varied and international. We keep a close eye on our clients and their changing requirements. We are able to do this thanks, on the one hand, to our global office network and, on the other, to our pronounced intercultural expertise in the areas of leadership and cooperation. Our ability to select just the right candidates and devise just the right training measures is built on 20 years of highly varied project experience and on a continual flow of new work challenges.

Digitalization

Digitalization is advancing at breathtaking speed, requiring unprecedented levels of adaptability on the part of both company managements and their employees. Having the right strategy, the right technology and the right instruments is key in this respect. But it is equally important to take on and retain the right people, to devise transformation plans collaboratively, and to identify and sustainably develop the competencies that the fast-approaching future markets will require.

Agility

With the future set to become progressively volatile, dynamic adaptability on an individual and organizational level has become a key competence area. Striking the right balance between effectiveness and efficiency, between promoting a company’s stability and encouraging creative revitalization, between what you want to achieve and what you are able to achieve, is becoming increasingly important to company managements. And success in this respect requires a new set of competencies.