ITMC Method

ITMC is a method for HRM and organizational development designed by the Hamburg business owner, Dr. Monika V. Kronbügel (PhD.). From a holistic perspective, she has identified all the factors and decision-making processes involved in operations, co-operation between departments and teams, as well as suppliers and customers, not to forget the processes and developments required for source and target markets. Because we take care to consider inter-cultural differences, ITMC is predominantly in use with SMEs and large organizations with varying national and international locations and interests.

Dr. Monika V. Kronbügel (PhD.) was awarded a degree in international business administration at the Hamburger EuroBusiness-College a Master of Arts in international marketing and HRM at the management faculty in Bratislava. She is the managing director of Global DiVision International Consulting GmbH. The organization acts as an umbrella over a distributed network of consultants, trainers, mentors and coaches in Germany and worldwide across all continents. The underpinning knowledge for the ITMC method was derived from research into big marketing mistakes which occurred due to a lack of consideration of inter-cultural and language differences. The resulting data became the foundation for the company’s successful processes, in which people play an important role. It compliments standard training methods in developing leadership styles such as those by Kenneth H. Blanchard and Paul Hersey. Dr. Monika V. Kronbügel (PhD.) describes the modules in the ITMC method as a „shop-in-shop-“system designed to change organizational style.

ITMC is not a replacement for established and proven methods for human resource and organizational development. Instead, it’s an expansion thereof, designed to maximize success. Therefore, the objectives are the same.

  • Assess the status quo of all internal and external factors which could have an immediate or future impact on operational processes, product or performance development, as well as sales and expansion strategies.
  • Analyze the opportunities which could arise from optimizing these factors and compare these with already-existing organizational goals or use the information to create new ones.
  • • Individually design and implement methods for human resource and organizational development based on defined objectives.
  • Mentor the organization during initiated processes, in case immediate intervention or optimization is required and new objectives have to be set.

This classic method adds national and international variations to ITMC. This includes factors, such as the fact that:

  • Product names could have a completely different meaning or even considered negative in other languages, or
  • A before-after picture story is read from right to left in the Arabic region.

These inter-cultural differences have considerably more impact during communication and negotiating with customers or business partners:

  • In Bavaria or Swabia (Southern Germany), the focus differs from the Northern German states.
  • In comparison to Europe, production and sales strategies in Asia require a different approach.

As such, ITMC is a tool with which consultants, trainer, mentors and coaches can not only deliver standardized services globally, it also ensures that the findings and experience from their own cultural environment can be objectively absorbed back into the ITMC consulting, training, mentoring and coaching process.

The four phases of knowledge transfer

Phase 1

Instruction: Consultative approach with focus on supporting an organization by reaching their own objectives as they are without challenging these goals.

Training: Teach methods of identifying hard and soft factors as tools which can aid in achieving the organization’s objectives and to choose from options.

Mentoring: The mentee recognizes the above mentioned methods and can add own ideas, experience and insight. Confers with the mentor, who is able to add or refine, depending on necessity.

Coaching: The objectives have also been set before using this top level approach. The coach asks many different questions, reflects and enables the teams and individuals he/she supports in changing perspective, in order to identify new ways of achieving objectives or to set new goals.

Phase 2

Ideas: The first module deals with helping individuals to break out of constraints and limitations or to support entire organizations in identifying all imaginable opportunities and to visualize new goals.

Transfer: Apply the findings and visions from the first module to a pilot project and eventually to the organization.

Motivation: Evaluate motivational factors and their individual use whilst considering (as in all of the phases) intercultural differences. In essence, this is not only about self motivation, but about employees’ motivation to identify themselves with the organization’s objectives; additionally, this also means the motivation of third parties (Business partners, a customer’s motivation to buy etc.).

Consolidation: ITMC sees organizations as systems which are constantly in a state of change. These results from psychological and physical changes in human beings, changes in the target and source markets, as well as socio-economic factors. Therefore, the indicators will be monitored in process in order to harmonize chosen methods with internal and external conditions.

In the second phase, the modules for personal and organizational development are implemented independently from each other.

Phase 3

Integrity: Management, Employees, customers, as well as the stakeholders involved, base their actions and behavior on integral and empathetic communication and methods.

Tolerance: To awaken a person’s willingness inside and outside of their environment not to pre-judge other systems but to learn from them. This is also important when considering inter-cultural differences.

Morality: To develop a respect for the fact that the freedom of one individual ends where another’s freedom begins. This moral principle should originate from the trainee in order to accelerate the achievement of national and international goals via respectful interaction with one another (with colleagues, employees, business partners and customers).

Cooperativity: Everyone has the right to bring their ideas and thoughts into organizational processes. From here, commitment to a co-operative togetherness over and beyond the levels of hierarchy can be derived.

ITMC implies that from this point onwards that the development processes belonging to all four modules can only work in conjunction with each other.

Phase 4

The optimal efficiency of the ITMC-method is achieved through the combined effectiveness of the first three phases:

  • Available resources are used optimally
  • The team, the organization or the group of organizations, work together considering internal and external conditions and stakeholders.
  • Non-changeable factors are integrated so that they effectively serve the system.
  • A practical use is derived from each process. Methods, such as learning from lost contracts, are implemented.
  • Previously-ineffective resources are moved to positions where their strengths are utilized.
  • Inter-cultural differences are seen as an opportunity.
  • The learning and change processes has developed an individual’s, team’s or organization’s dynamics.