Kim Charlotte Pfeffer: In our customer projects so far, we have always held events with over 150 participants on-site. For example, information events on the actual progress of change processes. Given the current situation, we are switching to completely digital formats for this type of events to be able to continue the change process as planned with regard to its content. This requires a totally different planning and organization.

With digital events, it is even more important to first take a close look at the target group: What is their level of information, their attitudes, and the degree to which they are affected by the topic of the event? How can the participants be reached, what skills do they have in using digital methods? What knowledge and skills should the event convey? Should we work towards a change of attitude? Based on this information, it is necessary to develop suitable formats and dramaturgies with which such events can be implemented to achieve the planned goals. Of course, this is also very important for analogous events. However, for digital events, this information is even more relevant. In particular, skills in the use of digital methods and the practical prerequisites have a decisive effect on the technical implementation of the dramaturgy.

“SUCCESSFUL DIGITAL EVENTS ARE NOT CHARACTERIZED BY THE USE OF THE MOST UNUSUAL AND IMPRESSIVE TOOLS – BUT BY THE SELECTION OF ADEQUATE FORMATS AND METHODS BASED ON THE NEEDS AND POSSIBILITIES OF THE AUDIENCE AND ORIENTED TOWARDS THE RESPECTIVE GOALS.“

This type of planning involves different preparation and follow-up work, as the accompanying communication also becomes more relevant to the organization. In addition, the attention span of participants is much shorter at digital events than at analog events. Especially when the camera and microphone are switched off, it is tempting to work on other topics at the same time or to reach for a smartphone. This is where digital facilitation plays a particularly important role. It is about making events more dynamic, more effective, and above all more interactive in order to achieve a real working ability of the group or to keep the attention of the participants.

Successful digital events are not characterized by the use of the most unusual and impressive tools – but by the selection of adequate formats and methods based on the needs and possibilities of the audience and oriented towards the respective goals. It is important to keep the barriers to participation as low as possible and to design the event in such a way that the desired goals can be achieved as effectively and efficiently as possible.

Laura Hüer:

We have had very similar experiences. However, our events have been created against a different background and with a different goal: In the course of the corona pandemic, a supra-regional, cross-organizational exchange in one of our customer systems was no longer possible within the scope of the restrictions. At the same time, there was an acute need for an exchange of experience on current developments and taken measures. As a result, a format became necessary that would also enable a productive dialog via digital channels.

The solution was digital think tanks, i.e. platforms that invite to an open discourse and support active networking. This series of events arose spontaneously from the situation and was implemented at short notice. A major challenge here was to enter into dialog without the interpersonal aspect. Informal, casual communication, such as a joint coffee before or after the meeting, is missing in digital events. Discussing with each other and only seeing each other via webcam is something different than sitting opposite each other in person. In the meantime, we are used to video conferences, but back then, all this was relatively new for our participants. Here, facilitation was required to create a trustful atmosphere for a productive exchange.

Laura Hüer:

We deliberately decided to keep the size of the groups small in order to create a personal atmosphere for discussion. In addition, the participants already exchanged their contact details during the event to continue the subsequent dialog – thus, estanblishing new networks is also possible without personal meetings, if the setting is right. Another practical aspect was that relevant experts were able to participate in the events at short notice and at low cost from anywhere. In general, this dissolution of the physical boundaries of events also makes it possible to accompany topics with virtual sequences over weeks or months – even later, when face-to-face events become possible again at some point.

Kim Charlotte Pfeffer:

At many events, we have benefited from the fact that the formats were already known as such. Our experience shows that the groups have been very responsive to the digital implementation – especially in the current situation. In addition, we were able to make the events much more interactive, the technical possibilities for digital events are enormous. With the integration of live voting, we can actively involve all participants, whether they are 100 or 800. Even requests to speak can be taken up much more easily than is the case in face-to-face events – it is easier to keep an eye on the chat than to run across the event room with a microphone. Another advantage of online events is that they can be recorded and made available digitally with little effort. This means that participants can decide for themselves when they want to view the content.

Kim Charlotte Pfeffer: We have been working with modern applications and online communication media for years and know how processes can be implemented well via online communication channels. The events are all about using appropriate methods in a targeted manner, whether it be live voting, the use of interactive tools, or programs.

Laura Hüer: We use a flexible and balanced mix of methods in our customer projects. We call this blended consulting. This means that when choosing a method, we always focus on the situation-specific needs of our client in order to achieve the desired result as efficiently and effectively as possible while saving resources. In some cases, face-to-face events are the appropriate format, in other cases it is digital solutions – while in other situations it is hybrid events. In hybrid events, some participants are personally on site and another part is mobile. In the current situation, however, digital events are usually the method of choice.

“EVERYONE WAS ABLE TO DIAL INTO THE EVENT FROM ANYWHERE – FROM THE OFFICE, FROM THE HOME OFFICE, OR WHILE TRAVELING.“

Laura Hüer: In our case, it was clearly the spontaneous and short-term implementation of the think tanks that enabled the participants to actively network during the tense crisis period and thus gather experience from different areas. We later made the digital transcripts with the jointly developed findings available to all participants, so that everyone could benefit from the discussions.

Kim Charlotte Pfeffer: In the follow-up to the events, the participants often emphasized once again how uncomplicated it is to participate in such setups. Anyone could dial into the event from anywhere – from the office, from the home office, or while traveling.

Kim Charlotte Pfeffer: We can well imagine that hybrid events will become increasingly important in the future, not only for international companies. Through the targeted use of digital applications and tools, events – virtual or on-site – can be carried out even more effectively.

Laura Hüer:

Exactly, such a mix of a personal live event with virtual components also has many advantages. With hybrid events, we are no longer limited by physical or geographical boundaries. This opens up completely new possibilities for designing virtual events. But we also know that there are challenges that are difficult to handle over distance or online channels. Here, we are constantly working on innovative solutions.

Blended Consulting is neither a method nor a concrete approach – it is a basic attitude. Blended Consulting is a term to describe the efficient and targeted use of a mix of methods within our intervention architecture in client projects, through which we achieve effective results in a targeted and resource-saving manner.

In practice, Blended Consulting means that we integrate existing technologies and especially online communication tools adequately and purposefully into the intervention architectures of our client projects in order to save resources but also to achieve desired results faster.

With Blended Consulting, we do not only associate the mere use of new technologies in consulting. Rather it is about weighing up exactly when which method will offer the greatest benefit. Processes that can be handled well, purposefully and cost effectively via digital channels are implemented accordingly using the appropriate media. Ideally, this saves us time and resources for processes that require a thematic discussion on site and a personal exchange with the client system and colleagues.

In times of and after Corona, we assume that attendance events need a very good justification in order to gain acceptance.

No, that would lack a lot of substance. Within the framework of Blended Consulting, we use digital media in a targeted manner and have acquired expertise over many years. But we also know when web-based communication is unsuitable. In our client projects, we use a flexible and balanced mix of methods. transformis® always strives to use suitable methods purposefully in order to achieve the desired results in a resource-saving and effective manner. This can mean the integration of modern and innovative elements into our consulting process – but it can also be an innovative and integrative workshop design that does not require any technology at all.

Blended Consulting did not emerge on the drawing board but has grown evolutionary in our consulting practice. In 2014, we reflected and critically examined our consulting processes as a team and created the term “Blended Consulting” for the consulting practice that was already lived at that time.

Corona makes “remote“ a buzzword and working with the customer via digital channels the most important form of communication.

In this respect, transformis® benefits from the fact that, within the framework of Blended Consulting, we have gained years of experience in working with digital means of communication and were immediately able to make effective professional use of this experience once the Corona-related restrictions were implemented. Our projects are continuing, in some cases even with greater intensity than before the Corona pandemic. What I observe is that the communication with our clients takes place in much shorter and more intensive set-ups and that we must make sure that sufficient breaks are planned and taken during and between remote meetings.

“In practice, Blended Consulting means that we integrate existing technologies and especially online communication tools adequately and purposefully into the intervention architectures of our client projects in order to save resources but also to achieve desired results faster.”

No. As I have described, transformis® always strives to select a suitable method and adequate media for corresponding consulting situations in the framework of Blended Consulting. Of course, there are still situations where a personal interaction between key players would be useful. Currently, however, depending on the client’s system, this is not always possible.

Even before the Corona situation, we have already gained experience in working with modern applications and online communication media and know that many processes can be implemented well via online communication channels. But we also know that there are challenges that are difficult to handle over distance or online channels. Here we are working on innovative solutions and have already achieved very good results.