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Management Audits

Our understanding

Management audits serve to examine the personality, values, potential and performance of managers. The objective here of LAB & Company is to be able to assess suitability holistically with respect to teams, structures and tasks, and to be able to derive potential for improvement.

Added value of management audits and success parameters

The structure and close timing of processes in organisations often hinder discussion of higher-level issues – such as leadership, innovative spirit and team composition.

A professional, comprehensive management audit offers an effective opportunity for reflection: relevant facets of leadership personality, leadership styles, interaction and communication, innovative spirit or the optimal allocation of resources and team structure can be intensively examined even in the analysis process.

As a result, both the managers involved and the organisation itself gain a comprehensive view of their leadership practice and future sustainability. They also benefit from deep insights into individual potential and improvement needs that have a direct impact on the effectiveness and efficiency of the organisation.

Project structure of LAB

1. Briefing
2. Impartial assessment of operational conditions and future requirements for the organisation
3. Promoting engagement with the team and the future sustainability of the management team
4. Ascertain vital stakeholders, if necessary seek dialogue with employee representatives
5. Identify key parameters for the success of the team and the individuals
6. Identify market trends, similar company structures, models for, and constraints on, success
7. Interviews/diagnostics
8. If necessary, use of preparatory personality tests. Conversations with participants as equals, appreciative, and learning on both sides. Preferably without it being an exam situation, first feedback provided to the participant at the end of the conversation
9. Evaluation
10. Summary of the results in the form of written feedback. Usually reflection and analysis of values, potential and risks, organisation of feedback to the participants
11. Discussion of the results, if desired. For example, special incidents, risks, new potential or how transparency to other stakeholders can be established
12. Determine procedures to follow


In our Management Audits, we use a wide range of different personnel diagnostic tools and are also certified to work with Hogan Assessment Systems.

In a management audit, consultants usually support realignment of a management team as a result of market changes or structural changes in the company. The engagement with themselves of the client and the participants, the critical self-reflection, the openness in dealing with the consultants, and our ability to provide real added value for the success of the team, inspire me particularly.”– Elke Vorholt, Managing Partner, LAB & Company

Management Audits and Digitisation

Organisations are increasingly shaped by Generation Y – by people who have been socialised in a digital world, and whose value systems and views of life differ in some cases radically from traditional ideas. This change also affects key aspects of management. The critical analysis of hierarchies, decentralisation and flexibility of work processes, adaptation of motivation systems and intensive communication present personnel management with great challenges. This fundamental change is being accelerated by new digital tools and processes. Nevertheless, established values such as security, reliability and economic feasibility will retain their value.

In this context, a comprehensive view of management within the framework of management audits is indispensable. It provides clarity about challenges, potentials and training needs and creates the basis for a sustainable personnel and management strategy.

Managing Partner