Similar requirements are made of business consultants to those made of managers in many areas: (1) commitment and energy, (2) analytical capabilities and (3) the capacity to manage employees and peers. At Intero Consulting, only those who embody these capabilities credibly as partners can create a successful and sustainable business culture in this market.
But at Intero Consulting, we also expect more of ourselves. We want to provide a business climate that offers every individual employee the opportunity to develop individually, both professionally and personally. This is evident even in the selection process: an Intero employee must have strong analytical skills – but we like people with different perspectives on the same issue and an individual, group-oriented personality. We also want our employees to feel that they are not just doing an ordinary job but are integrated into an environment which is attractive to them as people. Business culture is therefore more than simple economics for us – for us it is a second family. Once a month we meet for a general company meeting followed by a team event; and many of our staff do things together in their free time. Perhaps that explains why not a single employee has left the company on their own initiative in almost 7 years, except to set up their own company with the involvement of the partners.
One of our most important internal rules is therefore: every employee receives regular support – this comprises an introductory seminar over several days and further joint and individual training courses. It is important to us in this context that social skills and methods are promoted in an equal balance with specialist expertise. Two rules apply for us in this context: (1) development can be supported, but the individual must make it happen, and (2) all skills are ultimately counter-productive without one’s own morals and ethics.
This does not mean that we do not focus on the economic side: we believe in recognizing performance fairly and those who deliver more receive appropriate financial reward. We also believe in the extraordinary capabilities of the employees whom we have appointed and we make this clear with appropriate remuneration. But beyond this, we are also committed to sustainable thinking: we want our employees to be able to do more than just work and we want them to see consulting not just as a short-term source of income, but as a way of developing our culture in the long term using their experience.
Accordingly, the business culture of Intero is based on trusting in people who want to work together in the same area over a long period.