Dr. Hüseyin Özdemir. Name

Transkript

1 Name Dr. Hüseyin Özdemir Address Schloss Kloster Walberberg, Rheindorfer-Burg-Weg 39, Bornheim-Walberberg (Cologne-Bonn)/ Germany Locations Germany, Switzerland and Turkey. Telephone/ -Fax Office: ; Mobile: ; Private: ; Fax office: Birth Date/ Place 22 nd September 1960, Istanbul, Turkey Family Married to Barbara Lagler Özdemir (Lucerne/ Switzerland) 1 Son (born 1990 in Lucerne/ Switzerland) Actual Role Director oezpa GmbH, Executive Trainer, Coach and Management Consultant; Guest Professor. President ILAC (International Leadership Academy), Co-President SLIC Strategic Leadership Institute (Tavistockoezpa joint Institute). Content 1 Summary: Professional Experiences Academic Work Faculty member at Management Training Institutes Bibliography Studies Personal Trainings Cooperating Partner Faculty in Leadership Development Programs Projects (selection) Field of Expertise Clients (selection) Memberships Contact details

2 1 Summary: Dr. Hüseyin Özdemir, Dipl. Ök., is an Organisational Consultant, Facilitator, Management Trainer, Executive Coach and Director of oezpa GmbH, International Management Consulting for Strategic Organizational Development, in Bornheim-Walberberg (Cologne- Bonn), Germany. Before this Dr. Özdemir was active as an internal organization consultant and facilitator in the staff of the CEO for corporate development at Schering AG (now Bayer), Berlin. In this function he led and coached national and international reorganization- and organization development projects. In 1994 Dr. Özdemir founded today s company oezpa GmbH. oezpa GmbH consults large scale companies and organizations in strategic orientation, in organizational development, in intercultural management, in project-management and in post-merger integration. Dr. Özdemir cooperates with national and international institutions in the field of organization and management development. Dr. Özdemir focuses in his work on a holistic approach to the structural and psycho-dynamic aspects of systemic organization development. Dr. Özdemir has a diploma in economics and is trained in group analysis, in systemic consulting, in international organization development and in group relations facilitation (Tavistock concept, London). Dr. Özdemir has extensive experience as a consultant and coach with national and international projects. He has published numerous articles and books about his experiences. He has been Director and member of Group Relations Organization training faculty (staff of working conferences) since 1993 in UK, in the USA, in Israel, in Peru, in the Netherlands, in Turkey, in China and in Germany. Dr. Özdemir is the Program Director of Professional Development Programs in organizational development/ change management, in coaching, in project management and in leadership. Parallel to his consulting and management work he is a senior lecturer and guest professor on international organization development, leadership and project management Programs. He also cooperates institutionally with the Fresenius University Cologne. Dr. Özdemir is a member of SIETAR, Society for intercultural Training, Education and Research. Dr. Özdemir is Senior Coach at the ICF, International Coach Federation and DBVC, the German Association for Coaching and one of it s assessors of Senior Coaches as well as Coaching Training Associations. 2 Professional Experiences Time Starting in October 1994 Professional Experiences Founder and Director oezpa GmbH, Academy & Consulting. Senior Coach. Sponsor annual Group-Relations-Conferences orglab. Scientific Board: Prof. Dr. Dr. Thomas Schildhauer, Prof. Dr. Pierre Casse, Prof. Jonathan Gosling. Since 1993 Since 2012 Co-President SLIC Strategic Leadership Institute (Tavistock - oezpa joint Institute); Scientific Board: Prof. Dr. Paul Hogett, Prof. Jonathan Gosling, Prof. Dr. Heidi Möller. Academic work as Guest Professor and Senior Lecturer on Leadership,

3 Time Professional Experiences Organisational Development/ Change Management and Project Management. Since 1993 Staff work, Director/Assoc. Director and Sponsor of Group-Relations- Method (Tavistock Concept) starting in 1993 University of Wuppertal, Germany; Trans European Management/TEM; ORGLAB; GRUBB Institute London; AK RICE Leadership Institute, USA; OFEK, Israel; Group Relations Nederland; Indian Institute of Management, Ahmedabad; ESAN, T-Consult; Co-Sponsor Amazonas Group Relations Conference and Associate Director. 10/ / Co-Founder and Co-Director, Tricon GmbH, Berlin: Change Management, 1994 Executive Coaching. 04/ /1992 Internal Coach and Consultant, Corporate Development/Management Organization, Schering AG (International Pharmaceutical Company), Berlin Technician, German Telecom, Cologne

4 3 Academic Work Academic work since 1993: Time Since 03/2011 Academic Work Indian Institute of Management (IIAM). Guest Professor, India/ Ahmedabad: Leadership-Programs/ Group Relations. First Invitation 1992, Indian Institute of Management, Calcutta. Prof. Dr. Ajeet Mathur Hope for the Amazonas: Entrepreneurship and Sustainable Culture. Co- Sponsored by London School of Economics/ Multimedia Lab; T- Consult/Peru; UPC University Peru LEADERSHIP AUTHORITY AND TRUST - Role design in complex systems, ESAN University, Lima, Group-Relations-Conference, Lima/ Peru. Since 2009 Cooperating Partner with oezpa and Guest Professor, Fresenius University Cologne, Business Psychology. Prof. Dr. Wera Aretz University of Arts/ Institute of Electronic Business, Berlin. Prof. Dr. Dr. Thomas Schildhauer: Senior Lecturer on Change- und Projectmanagement Nordakademie, University of Applied Sciences, Elmshorn. Prof. Dr. Arno Müller: Senior Lecturer on Projektmanagement University of Wuppertal, Business Administration. Senior Lecturer and Cooperating Partner: People in Organizations - Menschen in Organisationen (MIO), des Transeuropean Management (TEM) and Consulting Program: Psychodynamic Processes in Organizations: Prof. Dr. Burkard Sievers and Rose Mersky, New York/ USA Faculty in Transeuropean Management (TEM) and MIO ( Menschen in Organisationen / People in Organizations ), Group Relations Conferences: The Management School Lancaster/ University of Lancaster; Bergische Universität Wuppertal; Center for Management Education/ The University of Trondheim; Manchester Metropolitan University

5 4 Faculty member at Management Training Institutes Time Lecture Since 2014 Leadership, Executive Coaching & Psychodynamics in Organisations: LORANGE Institute of Business, Zurich/ Switzerland Since 2012 ESMT, European School of Management and Technology, Berlin & Schloss Gracht/ Erftstadt. Lecturer: Organisation Development, Leadership and Executive Coaching in China. 04/2012 and Leicester Group-Relations-Conference (Faculty), Tavistock Institute of 04/2011 Human Relations, London, UK. 02/2012 Hope for the Amazonas: Entrepreneurship and Sustainable Culture. Co- Sponsored by London School of Economics/Multimedia Lab; T- Consult/Peru; UPC University; oezpa GmbH, Germany/Switzerland/Turkey; Tavistock, London; Grubb, London and Group Relations International, GRI. 10/ 2011 LEADERSHIP AUTHORITY AND TRUST - Role design in complex systems, ESAN University, Lima; T-Consult, Group-Relations-Conference, Lima/ Peru. 06/ 2009 The Leadership Institute of the A.K. Rice Institute for the Study of Social Systems, The 45 th Annual Group Relations Conference, Philadelphia, Bryn Mawr College Campus, USA Academy Schloss Krickenbeck, Leuth. Since 2011 Haufe Academy. 09/ 2007 Lecturer Group Relations Program: Evangelisches Zentralinstitut für Familienberatung (EZI), Berlin. Since 2000 Director of annual Programs in Organizational Development/ Change Management oezpa GmbH Academy Professional Programs in Supervision. Cooperation with Institut Triangel e.v., Berlin and Inscape, Coesfeld (since 2004). 5/ 2004 INNOVA Associació per a la innovació organitzativa i social, Barcelona, Spain. Sociotechnical Systems Work, IRIS. Since 2003 Director of annual professional Program in Coaching. Supported by University of Arts, Berlin/Institute of Electronic Business. Prof. Dr. Dr. Thomas Schildhauer IAS International, Institut für Angewandte Sozialwissenschaften, Haarlem (NL). 9/ 2002 Invitation by Ueberreuter Manager Academy: Professional Consulting, September Associate of Centre for Leadership Studies, University of Exeter, Exeter/

6 Time Lecture United Kingdom. Prof. Jonathan Gosling. Since 2001 Metron Group (UR University), Zaltbommel, Netherlands Lecturer on Organizational Development and Teamdevelopment: Institute Dr. Dürscheid & Partner, Nümbrecht/Germany Franz Haniel Academy (GEHIS), Projectmanagement Training Lecturer at IPSO and Inscape, Coesfeld/Germany (Ullrich Beumer), in Organizational Development and Large Group Interventions (Open Space Conferences) Integrata, Düsseldorf/Germany. Change Management German Bank Academy ( Deutsche Sparkassen Akademie / IPO, Bonn. Leading Projects Plenum Institute GmbH, Wiesbaden/Germany. Lecturer on Change Management, Leadership and Projectmanagement Informatik Training, ITR, Radolfzell: Lecturer on Change Management and Projectmanagement Institute for practical Psychology and Organizational Development, Director: Gero Lomnitz, Köln/Germany: Lecturer on Project Management Centre for Corporate Leadership, ZFU, (Change Management Beratung), Zürich/Switzerland: Lecturer on Change Management and OD German Assoc. for Personnel Management (Deutsche Gesellschaft für Personalführung, DGFP), Düsseldorf/Germany: Trainer in Implementation Management Kolping Institute, Coesfeld/Germany: Lecturer in Professional Program for Supervision

7 5 Bibliography Books: Özdemir, Hüseyin/ Lagler Özdemir, Barbara (2014): Coaching-Praxis Ein Leitfaden für Coaches und Coaching Auftraggeber. Auflage 2. Edition oezpa SARIM Management Verlag, Bornheim-Walberberg. Özdemir, Hüseyin (2013): Organisationsentwicklung in einem deutsch-chinesischen Joint Venture in Wuxi/ China. University Kassel Press, Kassel. Özdemir, Hüseyin, (2010): Change Management Praxis Strategische Organisationsentwicklung, ein Leitfaden für Führungskräfte und Berater, Leutner Verlag Berlin. Özdemir, Hüseyin, (2008): Fehlzeiten und Fluktuation reduzieren durch Organisationsentwicklung - Ein Leitfaden für die Unternehmenspraxis. Edition oezpa SARIM Management Verlag, Erftstadt. Articles: Özdemir, Hüseyin, (erscheint 2015): Implementing Group-Relations-Methodology in China (Tavistock concept). In: Aram, E./ Baxter, B./ Nutkevitch, A.: Group Relations Conferences. Tradition, Creativity, and Succession in the Global Group Relations Network. Karnac, London. Özdemir, Hüseyin (2014): Ich brauche dann noch ein Gutachten über meinen Mitarbeiter! Ist das ok für Sie? Sie wollen mich doch nicht auch noch coachen, oder? Coaching Magazin, Ausgabe 02/ Özdemir, Hüseyin/ Sher, Mannie (2014): Group Relations Work in China Challenges, Risks and Impact for Organizational Development. In: Different Cultures, Different Rhythms. Challenging Organisations and Society (COS), 2014 Volume 3, Issue 1. Özdemir, Hüseyin (2014): Case Work und Reflecting Team in Coaching- Weiterbildungen, in: Schmid, B./ König, O. (2014): Coaching-Weiterbildungs-Tools. Manager Seminare Verlag. Özdemir, Hüseyin (2014): Loyalität im Coaching in Organisationen. Rauen Newsletter Verlag. Osnabrück. Özdemir, Hüseyin (2013): Coaching von Unternehmenszentralen und ihrer Tochtergesellschaften. Rauen Newsletter Verlag. Osnabrück. Özdemir, Hüseyin/ Lagler Özdemir, Barbara (2013): Coaching Beispiele aus der Praxis. In: Fichtner, Armin/ Müller, Werner (Hrsg.): Coaching - Methoden und Porträts erfolgreicher Coaches. Band 1. Epubli, Berlin. Özdemir, Hüseyin (2009): Organisationsentwicklerische Einführung eines Projektmanagementsystems in einem Großunternehmen, in Supervision und

8 Organisationsentwicklung, 2. Auflage, Harald Pühl (Hg.), Opladen (Leske+Budrich). Özdemir, Hüseyin (2008): Organisations-Coaching - Wie Coaching und Organisationsentwicklung zusammen kommen, Coaching-Magazin - Hg.: Christopher Rauen - Ausgabe 3/2008. (Key word: Organizational Coaching, Leadership). Özdemir, Hüseyin (2002): Die Methode der Klimakonferenz als Antwort auf eine vergiftete Atmosphäre - Ein Praxisbericht über die Beratung eines Unternehmens, in Mediation in Organisationen, Harald Pühl (Hg.), Berlin (Ulrich Leutner Verlag). (Key word: Conflict resolution, Executive Coaching, Leadership, OD). Özdemir, Hüseyin (2000):Wie die Brautschau zum Schlachtfeld wurde: Der Prozess einer Partnersuche in einem Industriekonzern, in Psychodynamische Organisationsberatung. Konflikte und Potenziale in Veränderungsprozessen, Mathias Lohmer (Hg.), Stuttgart (Klett-Cotta). (Key word: Post Merger integration, Coaching, OD, Leadership). Özdemir, Hüseyin (1999): Revitalisierung einer Dienstleistungsorganisation in einem Großunternehmen, in Supervision und Organisationsentwicklung, Harald Pühl (Hg.), Opladen (Leske+Budrich). (Key word: Organizational communication, leadership, OD, Team development). Özdemir, Hüseyin (1995): Gestaltung von organisatorischen Veränderungsprozessen, in Familie, Gruppe, Institution: Die Vielfalt der Dreiheit, Institut Triangel e. V., Institut für Supervision und Gruppenerfahrung (Hg.), Hille (Ursel Busch Fachverlag, Berlin). (Key word: Re-Organisation, Communication, Executive Coaching, Change Management). Conference Papers and Key-Notes: Coaching im Rahmen von internationalen Organisationsentwicklungsprozessen am Beispiel von China, USA, Polen und der Türkei. Coaching meets Research: Coaching für die Gesellschaft von morgen. 3. Internationaler Coaching-Fachkongress, 17./18. Juni 2014, Fachhochschule Nordwestschweiz. Hochschule für Soziale Arbeit, Institut Beratung, Coaching und Sozialmanagement, Olten, Schweiz. Keynote Note Speaker: HR Work in Sino-European joint ventures. In: Swiss Professional Learning & Personal Swiss IHRC International Human Resource Community. Key Note Speaker: Western European Head Quarters and Turkish Subsidies, ISPSO-Reg. Conference/ Bahçeşehir University/ Istanbul, Turkey (2013). Einladung zum Vortrag über Hope for the Amazon Führungstraining im Dschungel für Indigenous, International Society for Psychoanalytic understanding of Organisations, Symposium, San Diego, USA. (eingeladen: 06/ 2012). Key Note Speaker: International work in the area of Group Relations and developing

9 work in the Far East and China, Belgirate Conference (Tavistock-Institute, England; AK Rice, USA; OFEK, Israel), (2012), Italien. Özdemir, Hüseyin (2012): The WUXI/ China Experiment, Applying Sociotechnical Thinking and Methodology in a Chinese/German Industrial Joint Venture. Canterbury Christ Church University, Socio-Technical-Round Table Conference:, England. Özdemir, Hüseyin (2008): Internationale Organisationsberatung in China. Kulturen im Change Management -Auswirkungen von Länder- und Unternehmens-Kulturen auf Veränderungsprozesse (Key word: China, Leadership, Executive Coaching, OD), SIETAR Konferenz. Özdemir, Hüseyin (2008): SIETAR-Podium-Diskutant gemeinsam mit Professoren der Universität München, Universität Trier zum Thema Interkulturelle Kompetenz. Özdemir, Hüseyin (2004): Beratung von organisatorischen Veränderungsprozesse im interkulturellen Kontext, International Society for the Psychoanalytic Study of Organizations (ISPSO), Paper auf dem Symposium: Internationale Organisationsentwicklung und Coaching. Özdemir, Hüseyin (1992): Projektmanagement in strategischen Konsolidierungsprojekten, in Projektmanagement: Projektmanagement-Forum `92, Dietmar Lange und Heinz Schnelle (Hrsg.), München. (Key word: Project Management, downsizing, Executive Coaching, Organisational Development). Interviews with Dr. Özdemir: Coaching Magazin (Christopher Rauen): Rubrik: Portrait. Interview mit Hüseyin Özdemir. Interview mit Thomas Webers, Chefredakteur Coaching Magazin, Oxford Business News, Das europäische Wirtschaftsportal, Coaching, Zeitschrift für Weiterbildung und Wirtschaft, 09/ Coaching in Zeiten der Krise, Wirtschaft und Weiterbildung, 06/ Ein Interview mit Hüseyin Özdemir über "Fussball ist kein Gummitwist" von Sascha Reimann, Staufenbiel Karrieremagazin, Ausgabe Change Management international, TV-Interview im nationalen Wirtschaftsmagazin TV 8 Sender, Istanbul, Mai Alman Devleri bir Türk`e danisiyor ( Deutsche Unternehmensriesen lassen sich von einem Türken beraten, Sabah (nationale Tageszeitung), 23. März 2003, Istanbul. Unten angefangen, oben gelandet, die Karriere von Hüseyin Özdemir, Kölner Stadtanzeiger (Tageszeitung), 24. Mai

10 6 Studies Time Studies University of Kassel, Social Sciences/ Consulting Sciences, Doctorate Program, Prof. Dr. Heidi Mölle & Prof. Dr. Karin Lackner, Human Sciences, Institute of Psychology Theory and Methodology of Consulting. Topic of Doctorate Dissertation: International Organizational Development in China University of Wuppertal. Business Administration: Organisations- and Personnel Development. Scholarship Hans-Böckler Trust, Düsseldorf. Prof. Dr. Burkard Sievers. 7 Personal Trainings Time Personal Training Since Quality-Conference DBVC (twice a year). German Association of Coaching. 06/ 2009 Transactional analysis Training, ISB Wiesloch, Dr. Bernd Schmid. 09/ 2008 Facilitation Future Search bei Marvin Weisbord and Dr. Sandra Janoff (USA), Stockholm, Schweden. 10/ 2008 Dr. Roswita Königswieser, Workshop: Coaching with Management Boards, Potsdam. 10/ 2008 Dr. Wolfgang Looss, Workshop-Seminar: Coaching and Teachable Moments in the Live of a Manager, Potsdam. 02/ 2007 Systemic Organisational Constellation, Dr. Thomas Siefer, Remscheid. 06/ 2006 Social Dreaming Methodology, David Armstrong, Tavistock Institute, ISPSO Professional Development Program, / 2006 Psychoanalytic Thinking, Prof. Dr. Shmuel Ehrlich, `Eric Miller Memorial, London. 02/ 2005 Executive Coaching, Halina Bruning, ISPSO, London. 05/ 2005 Organizational Change, Prof. Dr. Gilles Amado, HSE Paris, Harold Bridger Memorial, London. 06/ 2004 Leadership Forum, Centre for Leadership Studies, University of Exeter, CLS, Henry Mintzberg, London. 06/ 2004 Psychoanalytisches Denken und Arbeiten, Prof. Dr. Dieter Ohlmeier, Kassel, International Society for the Psychoanalytic Study of Organizations, ISPSO

11 Time Personal Training 06/ 2003 Social Dreaming Matrix, Workshops zu Psychodynamik in Organisationen und Symposium, David Armstrong, Tavistock Institute et al, ISPSO, Haarlem, Niederlande. 06/ 2003 Soziales Träumen, Workshops zu Psychodynamik in Organisationen und Symposium, Prof. Dr. Gordon Lawrence, Prof. Dr. Susan Long et al, ISPSO, 6 Tage, ISPSO, Boston/ USA. 11/ 2002 Organisationsaufstellung, Methode: Prof. Dr. Burkard Sievers, Nicola Wreford Howard, Kloster Walberberg. 11/ 2001 Outdoor Teamentwicklungstechnik, Natur-Erlebnis-Gruppe, Schloss Vehlen 06/ 1999 Train-the-Trainer, Plenum Institut, Wiesbaden. 06/ 1998 Organisational Development and Culture, Institute for International Organizational Development, Coesfeld. 06/ 1997 Change Management, Institute for International Organizational Development, Ameland, Holland. 06/ 1996 International Organisational Development, IOD, Jan Johansson, Prof. Dr. Leopold Vansina et al, Royal Holloway, London. 06/ 1995 Change Management, International Organisational Development, IOD, Warsow, Poland. 06/ 1994 Change Management, International Organisational Development, IOD, Slovenia. 06/ 1993 Organisational and Development in Society, International Organisational Development, Harold Bridger, London, IOD, Bern/ Schweiz. 05/ 1992 Seminar: ZFU-Seminar für Unternehmensberater, ZFU, Zürich. (Consulting) Systemic Coaching and Consulting, Programme, Heidelberg Institute for Systemic Research (IGST), Prof. Dr. Fritz Simon Organizational professional development programme International Institute for Organizational Development (IOD), Belgium 01/ 1991 Seminar: Moderationstechnik II bei Comteam (Tegernsee) Beratungsgesellschaft für Organisation und Kommunikation. 11/ 1991 Seminar: Strategische Planung Universitätsseminar der Deutschen Wirtschaft, USW-Seminar, 2 Wochen, Schloss Gracht, Erftstadt-Liblar. 09/ 1990 Seminar: Vernetztes Denken und Handeln in der Unternehmung, Zentrum für Unternehmensführung (ZFU), Zürich. 10/ 1990 Seminar: Strategisches Management, Zentrum für

12 Time Personal Training Unternehmensführung (ZFU), Zürich. 11/ / Group Analysis, 2 years Programme, Triangel e.v., Institute for 1991 Supervision and Groupexperience, Berlin (DGSV, DAGG) Staffwork in Group-Relations-Conferences/ Tavistock-Method (systemic-analytic work (experiental conferences) Social- and Economical Youth Development Programme House Balchem City Programme Cologne Technical Education German Telecom, Cologne 8 Cooperating Partner Since Since 2014 Since 2013 Since 2013 Since 2013 Since 2013 Since 2013 Since 2013 Since 2012 Since 2012 Since 2012 Since 2011 Since 2011 Institute LORANGE Institute of Business, Zurich/ Switzerland CESMA, La Scuola Dei Manager, Milano/ Italy Swan & Koi, Skills and Knowledge to innovate, Milano/ Italy TWIST Consulting Group (München), a member of ITAP International. Future Search Marvin Weisbord und Dr. Sandra janoff, Philadelphia, USA Bled Business School, Prof. Jonathan Gosling (Kooperationspartner von Henry Mitzberg). University of Chicago, Department of Psychiatry, USA, Dr. Jeffrey Roth TRIAS Zürich, Prof. Dr. Gerhard Fatzer. Human Relations, Beat Schwab, Zürich (als Leiter HR bei Microsoft und Cisco Systems wurden beide Unternehmen vom CASH Arbeitgeber Award heute Swiss Arbeitgeber Award und Great Place to Work mehrmals als bester Arbeitgeber ausgezeichnet. RHEIN-ERFT Akademie ggmbh: Die RHEIN-ERFT AKADEMIE ist ein Unternehmen der InfraServ Knapsack. Die Gründung der RHEIN- ERFT AKADEMIE ist ein weiterer Entwicklungsschritt des Bildungszentrums im Chemiepark Knapsack. T-Consult, Lima, Peru. SKUBCH&COMPANY: Unabhängiges Management Consulting Unternehmen für strategische Fragestellungen und im Rahmen der ganzheitlichen (Weiter-)Entwicklung von Geschäftssystemen, insbesondere durch Gestaltung eines strategischen Business-IT- Alignement

13 Since Institute Since 2011 Indian Institute of Management Ahmedabad, IIMA, Indien, Prof. Dr. Ajeet N. Mathur. Since 2009 Fresenius University of Applied Sciences, Business Psychology Akademie Schloss Krickenbeck, Leuth. Jetzt Haufe Akademie. Since 2006 Tavistock Institute of Human Relations, London. Since 2002 Centre for Leadership Studies, University of Exeter. Direktor: Prof. Jonathan Gosling. Since 2002 Institute of Electronic Business, Institut der Universität der Künste, Prof. Dr. Dr. Thomas Schildhauer, Berlin. Since 1995 plenum AG, Wiesbaden: Fortbildung in, Beratung bei und Implementierung von Innovationen der Informationstechnologie zur Geschäftsoptimierung, insbesondere im Dienstleistungssektor

14 9 Faculty in Leadership Development Programs Since 1993 Staffwork (Faculty) and Sponsorship of Group-Relations-Programs (Experiential Learning, Leadership, Systems Thinking, Psychodynamic Processes in Organizations, Role Management). Time Institute 06/2012 Third China Group-Relations-Conference (Faculty), oezpa Institute in Kooperation mit Tavistock Institute of Human Relations, London, UK. 05/2012 Orglab Director. Co-Sponsor Fresenius University, Cologne/ Germany. 04/2012 Leicester Group-Relations-Conference (Faculty), Tavistock Institute of Human Relations, London, UK. 02/2012 Hope for the Amazonas: Entrepreneurship and Sustainable Culture. Co- Sponsored by London School of Economics/Multimedia Lab; T- Consult/Peru; UPC University; oezpa GmbH, Germany/Switzerland/Turkey; Tavistock, London; Grubb, London and Group Relations International, GRI. 10/ 2011 LEADERSHIP AUTHORITY AND TRUST - Role design in complex systems, ESAN University, Lima; T-Consult, Group-Relations-Conference, Lima/ Peru. 06/2011 Second China Group-Relations-Conference (Faculty), oezpa Institute in Kooperation mit Tavistock Institute of Human Relations, London, UK. 04/2011 Leicester Conference (Faculty), Tavistock Institute of Human Relations, London, UK. 03/ 2011 Working Conference on Authority, Organization, Strategies and Politics of Relatedness, Indian Institute of Management, Management Development Program. Director: Prof. Dr. Ajeet Mathur. 06/2010 First ever China Group-Relations-Conference (Faculty), oezpa Institute. 11/ 2009 Grubb Institute, London. Staff member. 07/ 2009 Group Relations Conference: Managing Yourself in Role, Netherlands. 06/ 2009 The Leadership Institute of the A.K. Rice Institute for the Study of Social Systems, Staff member, The 45 th Annual Group Relations Conference, Philadelphia, Bryn Mawr College Campus, USA. 02/ 2009 Authority, Partnership and Trust in Groups and Organizations in a fast changing world, Ramot/ Israel, OFEK (The Israeli Association for the study of Group and Organizational Processes) & MBA Management & Business Psychology Program, The College of Management Academic Studies, Staff member. 09/ 2007 Leitungskompetenz entwickeln, erhalten, verbessern. Evangelisches

15 Time Institute Zentralinstitut für Familienberatung (EZI), Berlin, Staffarbeit, Direktorin: Olya Khaleelee, London. 01/ 2007 Leadership and Authority in Changing Organisations and Society, Staffarbeit, Group Relations Nederland & Utrecht University, School of Governance. Direktorin: Olya Khaleelee, London. 11/ 2007 Beeing, Meaning, Engaging: The Lived Experience of Resistance and Transformation in Systems, Invitation as Staff member, The Grubb Institute of Behavioral Studies, London. 01/ 2006 Leadership and Authority in Changing Organisations and Society, Faculty, Group Relations Nederland & Utrecht University, School of Governance. Director: Erika Stern, Utrecht heute Director and Sponsor of annual oezpa Group Relations Konferenzen. In 2010 zwei weitere in April (Köln) und September (Wien). 01/ 2004 Direktor und Faculty Menschen in Organisationen, Coesfeld, Bergische Universität Wuppertal. 10/ 2003 Co-Sponsor of Program Psychodynamik und Transformation von Organisationen Curriculum für Supervisoren und Supervisorinnen, in Kooperation mit IAS International, Institut für Angewandte Sozialwissenschaften, Haarlem (NL). 07/ 2003 Transeuropean Management (TEM), Faculty. The Management School Lancaster/ University of Lancaster; Bergische Universität Wuppertal; Center for Management Education/ The University of Trondheim, Manchester Metropolitan University. 01/ 2003 Menschen in Organisationen, Staff member, Coesfeld, Bergische Universität Wuppertal. 07/ 2002 Co-Sponsor and Faculty: Transeuropean Management (TEM), mit Bergische Universität Wuppertal, Center for Management Education, Norwegian University of Science and Technology, Trondheim; The Management School., Lancaster University; Manchester Metropolitan University Menschen in Organisationen, Staff member, Coesfeld, Bergische Universität Wuppertal Menschen in Organisationen, Staff member, Coesfeld, Bergische Universität Wuppertal, Associate Director Faculty in Transeuropean Management (TEM): The Management School Lancaster/ University of Lancaster; Bergische Universität Wuppertal; Center for Management Education/ The University of Trondheim Faculty in Transeuropean Management (TEM): The Management School

16 Time Institute Lancaster/ University of Lancaster; Bergische Universität Wuppertal; Center for Management Education/ The University of Trondheim Faculty Transeuropean Management (TEM), Staffarbeit. The Management School Lancaster/ University of Lancaster; Bergische Universität Wuppertal

17 10 Projects (selection) The following is a selection of some major projects. Communication: Situation: Following a merger, it was necessary to inform 700 employees at various sites of the new processes, structures and rolls. The information was to be provided in the form of dialogue. It was also necessary to promote integration between the sites. Approach: Design a communication cascade. Start with division leaders and the top management team. Development of multipliers. Department workshops. Parallel reflection rounds and coaching division leaders. Integration consultancy to two IT operations from two savings banks: Challenge: Cultural integration. Development of the organisation into a professional service provider. The merger of two IT centres resulted in the creation of new or changed divisions and teams. Many employees were placed under new team or division leaders, had new colleagues and were confronted with a change in their working approach. oezpa was asked to conduct processes including systematic field-finding and development, to initiate the development of the working teams and to support this process. This advanced the integration process, managers and personnel were placed in a position from which they were able to mutually configure a new culture, an holistic working approach and their contact with one another. Methods used: Management team coaching. Management workshops. Management training. Consultancy in project management. Organisation of a personnel development division (conceptual consultancy), design and moderation of the "Get-Together Event" (start of the integration with 500 employees). Implementation of a one-year management development programme. Introduction of an integration barometer (regular staff surveys). Coaching the division and team leaders. Design and implementation of a field-finding cascade (events across all levels to get to know each other, gain awareness of targets, expectations, transparency of new processes, responsibilities and communication rules, participation in work packages, accumulation of ideas and information, feedback to the management etc.). Implementation of individual team development measures (depending on the team status) and team coaching. Integration management: Situation: 4 companies consolidated to create one new company. Different international cultures collided with one another. Market and cost pressures. Approach: Start the integration work at board level. Develop a merger project (vision, strategy, structures, distribution, IT, shared services, marketing, R&D, team development). Consultancy and coaching MD, management team, project leaders and project teams. Results: Stabilisation of the company during the development phase. Basis for common cultural understanding. Work towards a shared company vision. Foundation of an extended communicative understanding. Recognition and work on problem areas. Merger: Situation: After merging their chemical plant protection facilities in a new company, oezpa was asked to help with the integration process, especially looking at the cultural aspects of the merger. The ground for the merger was to be prepared in a pre-merger project. Approach: Due to the conflictuous situation at the beginning of the project, oezpa concentrated at first on the team coaching of the future and former director, who were asked

18 to build up the new company jointly. Within six months, the new company had to be ready to start. The task of integration was approached in project form, based on the model of the company (vision and strategy team, marketing team, development team, research team, finance and controlling team, process team etc.), proportionally represented and coached by oezpa. Support in the informatics merger of two banks: Challenge: Reducing the conflicts and defection quotas. Fast and assured implementation of the strategic specifications in a working organisation. Methods used: Organisational cultural analysis: Organisational development concept. Support to moderation and implementation. Establishment of a "sounding board". Observation and feedback. Team development. Coaching. Merger of two chemical companies in the agricultural industry: Challenge: Following the outsourcing of chemical crop protection production to a newly formed company, oezpa was required to provide a programme of consultancy on the integration process, with particular respect to the cultural aspects of the merger. Preparation for the merger was to take the form of a pre-merger project (prior to introduction to the market). Methods used: Due to the conflicting starting position, oezpa concentrated initially on team coaching for the future and former managing directors (MD), who had each been instructed to ensure that the company was ready to begin functioning within a six month period. The integration project was constructed in accordance with the company model in project form (vision and strategy team, marketing team, development team, research team, finance and controlling team, process team, etc.), with equal representation and with consultancy from oezpa. Integration of the IT subsidiary of two oil companies: Challenge: The top management of a merged company in the oil industry encourages integration through intensive cultural work at management level. Following the outsourcing of IT functions from the parent companies to a common IT subsidiary company, the effects of cultural differences became very clear. Methods used: In order to avoid a loss of efficiency and to assure the integration of the new company, a culture workshop took place under the guidance of oezpa and within the framework of an ongoing change management process. Establishment of an internal and external image of the cultural origins. Comparison of views and dialogue on differences. Team coaching of workshop participants. Integration consultancy in the merging of multiple IT (Information Technology) departments into one central IT division: Challenge: Different working approaches and organisational cultures. Intercultural challenges. Lack of clarity with respect to rolls, responsibilities, authorities and skills. Methods used: Integration workshops. Round-table discussions with management (staff dialogue). Coaching the IT division leaders (advice on rolls and approaches). Roll analysis and consultancy. Team coaching (team leader - team). Team development and coaching: Situation: Extensive conflicts existed between the management and staff of a data processing centre. The centre management did not exercise its roll. The existing organisational concept was inefficient. There were operative breakdowns in information processing

19 Approach: Diagnosis through individual and team interviews. Feedback exercise with management team, workshop with those questioned. Individual and employee coaching. Clarification of tasks and rolls. Communication of a new organisational concept. Conception and moderation of the team development process at board level: Challenge: Acquisition of action areas at board level. Derivation of measures for central action fields. Consolidation of the top management team (generate a common viewpoint for action fields). Facilitate dialogue between division leaders and the board. Methods used: Conceptual consultancy with respect to the approach required for capturing action fields. Moderation and coaching the board - management teams. Coaching the project leaders. Team development. Developing rolls and self-conception at board level (rolls as services providers to the group). Development and implementation of a professionalization programme for employees. Introduction of project management: Situation: A company with 3,100 employees wished to introduce a systematic and holistic PM process. Project management understanding and culture not very distinctive. Project work inefficient. Decision-making processes too slow. Approach: Diagnosis of current strengths and weaknesses with respect to project work. Communication cascade on project understanding within the company. Consolidation of oezpa methods and established methods. Formulation of introduction process. Qualification of the MD and employees as well as further senior coaches. Review ("lessons learnt") of the insurer's largest project: Challenge: Steering IT service providers and external partners. Learning from the review processes. Transfer of the review results in the organisation. Organizational Development (OD) methods used: Diagnostic interviews. Creation of a "diagnosis mirror" Review workshop. Coaching the overall project management. Development of a qualification concept for all project leaders. Personnel development: Situation: The expansion of the group structure necessitated the occupation of new positions in the top management. Experienced management personnel required qualification for positions as division leaders / on the management team. Management development programme was previously somewhat uncoordinated. Approach: Generation of a systematic development programme over 18 months (modular structure) including practical days. Use of top specialists from universities and business for the individual modules. Development and overall coordination of the programme by oezpa. Organisational development: Situation: A merged company with 800 employees from a wide range of cultures needed to develop new targets, structures and processes. New management and communications techniques required. Many employees placed in new teams and divisions. Approach: Management exercises and coaching. Conducting field-finding cascades. Definition of work packages for the organisation, processes, communication Workshops for developing a common understanding of management. Acceptance and involvement of employees. Organisational development in an international specialist paper company:

20 Challenge: A large company needed to examine its organisational culture due to a massive change in its strategy from classic paper producer to digital print company, and to align the new strategy. The large specialist paper manufacturer found itself suffering profitability difficulties. It had acquired modern digital paper companies but was unable to integrate these. It was not possible to capitalise on their added clout. Methods used: Multiple interviews and workshops were conducted with employees, management and shareholders from the three consolidated companies, in which the starting cultures were analysed and diagnosed. Strategic cultural dimensions such as reinforced customer orientation, modern employee management and quality orientation (target culture) were practically developed during a dialogue process. Selected participants of the cultural workshops (culture teams) took over the monitoring of these projects in cooperation with oezpa. Outsourcing to and professionalization of an information system house: Situation: Designing the structures and efficient outsourcing of organizational units to the new company. Increased identification of all employees with the new subsidiary company. At the same time, oezpa was also entrusted with the task of advising on and implementing the customer-supplier concept between the parent company and the technical departments, as well as the informatics strategy division. Approach: Advising on the process of outsourcing to the informatics subsidiary company through change management. Designing and implementing the new organization. Development of a communications concept for the outsourcing project and for the new company. Internal communications function established. So-called "climate conferences" took place at the interfaces (configuration of cooperation). Top management personnel were qualified and coached by oezpa with respect to outsourcing. Cultural work (construction and development of a service and customer orientated organizational culture). Setup of a subsidiary service company and outsourcing to it, for an insurance group: Challenge: Optimization concept for IT services provided to the insurance group. Consolidation of the IT operations of participating insurers. Establishment of a common subsidiary company. Configuration of IT service processes. Preparation of management for the new rolls in the subsidiary company. Fusion of the IT divisions of multiple companies into one IT subsidiary company. Methods used: Conception and implementation of management conferences. Roll consultancy. Coaching the project leaders and project teams. Conception and implementation consultancy in the field of project management: Challenge: The project managers were extracted from all IT divisions and a new division was established with approx. 180 employees. Change management (CM) helped to create acceptance and identification with the new concept. Methods used: CM consultancy to the project teams during the conception phase (moderation, coaching, implementation and change consultancy). Systematic communication cascade (workshops, dialogue-orientated employee conferences at all central sites). MD consultancy with respect to CM. Coaching the new management in the field of PM. Coaching MD exercises. Open Space conference with the internal customers. Team development within the divisions. Management workshops (preparation, implementation). Consultancy on a common development project for two banks:

21 Challenge: Integration of the IT landscapes. Integration of the IT organisations of two banks. Organisation of professional project management. Cultural integration of a project organisation with over 400 project workers. Methods used: Conducting roll workshops. Review of the project organisation and rolls (quality assurance). Coaching the main project leaders. Generation of and support with a project communication concept. MD coaching. Roll consultancy. Qualification program for the management of a Governmental IT-Institution: Challenge: Design and implementation of a tailored, one-year qualification program for all management of a Governmental IT-Institution. Professionalisation of the management personnel. Introduction of a new management culture. Development of the local establishment into a learning organisation. Methods used: OD-orientated management interviews (open and questionnaires). Modules incl. in management (Situational Leadership Concept designed by K. Blanchard), communication, service orientation, change management, coaching the management. Management discussions with the MD. Qualification of the management of a telecommunications company in change management: Challenge: The management of the company was confronted with the reorganisation of their departments and the outplacement of many of their employees. The management required qualification in order to tackle the change requirements. oezpa supported the customer in the development and implementation of the qualification of its management team. Methods used: Capturing the qualification requirements through questionnaires and interviews (participants and their superiors). Development of a qualification concept. Completion of the qualification process (initially pilot, then roll-out for 250 managers from middle and lower levels). Analysis and evaluation. Coaching of individual personnel within the framework of implementing the outplacement. 11 Field of Expertise Since 1988 expertise through consulting projects, research and training in following fields were established: Leadership Development; Organizational Development/ Change Management/ Sociotechnical Systems Thinking; Team-Development; Strategy Development; Project Management; Large Group Interventions (e.g. Open Space Conferences Harrison Owen, Future Search Conferences Marvin Weisbord); Group Relations Conferences and Events

22 12 Clients (selection) Following Companies and members of Companies were trained, consulted and coached by Dr. Hüseyin Özdemir: Accenture GmbH, AMB Generali Informatik Services GmbH, AOK Bundesverband GbR, AOL Deutschland Medien GmbH, ARAG Allgemeine Rechtsschutz-Versicherungs AG, Aral Aktiengesellschaft, ARCOR (jetzt: Vodafone D2 GmbH), Arthur D. Little GmbH, Astra Zeneca GmbH, AUDI AG, Axa Colonia Krankenversicherung AG Basell Polyolefine GmbH (BASF, Shell, Montell) (jetzt: Lyondell Basell), BASF AG, Bayer AG, Bayerische Landesbank, BDKJ Diözese Trier, Berliner Stadtreinigungsbetriebe, Bertelsmann AG, Bezirksregierung Düsseldorf, Bilfinger SE, Bischöfliches Generalvikariat Trier, Bosch-Siemens Hausgeräte GmbH, Bundesverwaltungsamt Campbell Soup Company, Cargill Europe, Central Krankenversicherung AG, Chemtura Manufacturing (Germany) GmbH Waldkraiburg, Cognis D.A.S. Versicherung, Daimler AG, debis AG (jetzt T-Systems), Deutsche Apotheker- und Ärztebank e. G., Deutsche Bank AG, Deutsche BP, Deutsche Bundesbank, Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ) GmbH, Deutsche Lufthansa Aktiengesellschaft, Deutsche Post Express GmbH, Deutsche Telekom AG, Deutsche WertpapierService Bank AG, Deutscher Caritasverband e.v., Deutscher Industrie- und Handelskammertag (DIHK), Deutscher Sparkassen- und Giroverband e. V. (DSGV), Deutsches Zentrum für Luft- und Raumfahrt e.v. (DLR), DG HYP Deutsche Genossenschafts-Hypothekenbank AG, DKV Deutsche Krankenversicherung AG, DRK Klinik Am Bürgerpark, Bremerhaven (Deutsches Rotes Kreuz) Ecolab Deutschland GmbH, Elenac GmbH (BASF, Shell, Montell), EnBW AG, Engelhorn Textilien engelhorn sports GmbH, ERGO Versicherungsgruppe AG, Erzbistum Köln, Europäische Union, Evangelische Kirche in Hessen und Nassau (EKNH), EWR GmbH FiberMark Gessner GmbH & Co., Franz Haniel & Cie. GmbH, Friskies Deutschland GmbH Gas Versorgungsgesellschaft mbh Rhein-Erft, GEHIS GEHE Informatik Services GmbH & Co. KG, Goldman Sachs Group, Inc., Gothaer Versicherungen Hamburg Mannheimer (jetzt: ERGO Versicherungsgruppe AG), Hamburgische Landesbank (HLB) (jetzt: HSH Nordbank), Harry Brot GmbH, Henkel AG & Co. KGaA, Hessische Landesbank (HeLaba) Landesbank Hessen-Thüringen Girozentrale, Hessische Polizeischule, hkk - Erste Gesundheit, Hoechst GmbH, HSBC, HypoVereinsbank IBM Deutschland GmbH, ifp - Institut für Personal- und Unternehmensberatung, iglo Deutschland GmbH (Birds Eye iglo Group), Indisoft, Informatik AG, INTEGRATA AG Jannsen-Cilag GmbH (Johnson&Johnson), Katholische Akademie für Jugendfragen Kienbaum Consultants International GmbH, Kommunale Datenverarbeitungszentrale Rhein- Erft.Rur (kdvz), Kreditwerk (Schwäbisch Hall/ DG-Hyp) AG

23 Landesregierung Nordrhein-Westfalen, Landessportbund (LSB) Nordrhein-Westfalen e. V., Landwirtschaftskammer Westfalen-Lippe McKinsey & Company, Messer Industriegase GmbH, Merck KGaA, Metro GmbH, Microsoft Schweiz AG Nedlloyd Logistik GmbH, Neenah Lahnstein GmbH, Nestlé Deutschland AG, NRW.BANK Oberlandesgericht Hamm, o.tel.o communications GmbH & Co. (jetzt: Arcor) P & G Prestige Products, PA-Consulting Group, PHOENIX CONTACT Deutschland GmbH, plenum AG - Management Consulting, Polizeidirektion Schleswig Holstein, Postbank IT Services, ProSieben SAT.1 Media AG, PROSOZ-Consult Ges. für Organisationsberatung GmbH, PROTOTYP-WERKE GmbH R+V Versicherung AG, Rechenzentrum der Württembergischen Sparkassenorganisation (RWSO), REWE Markt GmbH, Rhône-Poulenc, RWE Innogy SAP DEUTSCHLAND AG & CO. KG, Saurer (Oerlikon), Schering AG (jetzt: Bayer AG), Schneider Electric GmbH, SEB AG, Siemens AG, Sihl AG, Schweiz, Sparkassen Finanz Informatik GmbH & Co. KG, Spillers Latz (jetzt: Nestlé Purina PetCare Deutschland GmbH), St. Joseph-Hospital, Bremerhaven, Staatskanzlei Kiel, Stadt Köln, Stadt Pulheim, Stadtsparkasse Köln, Stadtwerke Bonn GmbH, Stadtwerke Remscheid GmbH, Südwestrundfunk Anstalt des öffentlichen Rechts, SV Informatik GmbH, SV SparkassenVersicherung Holding AG Takeda GmbH (Pharma), Tamedia AG/Schweiz, Techem GmbH, Techniker Krankenkasse, Thyssen Krupp AG, T-Mobile, TXB Bank (jetzt: dwpbank AG) Unfallkasse Rheinland-Pfalz Körperschaft des öffentlichen Rechts, UN United Nation, Bonn, Universität Hamburg, Universität Konstanz, Universität Wuppertal, Universitätsklinik Tübingen, Universitätsklinikum RWTH Aachen, Universitätsklinikum Jena VEBA AG, Vodafon D2 GmbH, Volksfürsorge AG (jetzt Generali), VOLKSWAGEN AG (VW) WDV Medien Verlag GmbH, Westdeutscher Rundfunk (WDR), WestLB AG (jetzt: Portigon AG), WestTeam Marketing GmbH, Wfa, NRW (NRW.BANK), Will & Partner GmbH & Co. KG, Witco Chemie, WWK Lebensversicherung auf Gegenseitigkeit Zentralstelle für Arbeitsvermittlung, ZAV, Zurich Gruppe Deutschland 13 Memberships Senior Coach, Deutscher Bundesverband Coaching, DBVC. Institutional Partner and Member `International Coach Federation ICF

24 ESMT - European School of Management and Technology (former `Universitätsseminar der deutschen Wirtschaft, Schloss Gracht USW ). In 2013 Business School Nr. 14 globally. SIETAR, Society for Intercultural Education, Training and Research, institutional Member. Open Space World Map, (Large Group Interventions). International Institute of Organizational Development, IOD, Niederlande. Hans Böckler Stiftung, Alumni, Deutschland

25 14 Contact details Dr. Hüseyin Özdemir Director oezpa GmbH, Academy & Consulting International Institute for strategic Organisational-Development and Leadership Schloss Kloster Walberberg Rheindorfer-Burg-Weg Bornheim-Walberberg (Cologne-Bonn)/ Germany Office Mobile Fax office Website