Business Transformation Concept

In contrast to a classical training concept for knowledge transfer, Rightsourcing uses a business transformation concept to train an organisation. The concept consists of the elements

  • Knowledge transfer (blended learning)

  • RS Coaching

  • Control.

A holistic transformation usually runs in several iterations of the above 3 elements. As a meta-goal, the contribution to achieving the company's goals is kept in view.

Knowledge transfer

The knowledge transfer is based on a modular kit that includes the most current topics (e.g. sales and marketing automation, multi-channel management, intercultural competences, psychological influence etc.) in the training of a business organisation.

Each module is built in the form of a shell model with the scientific basis & methodology at its core, the practical experience of our experts, the industry and role-specific and the customer-specific adaptations. The modularity allows knowledge to be generated effectively and highly customised. This content is then transferred in line with the certified blended learning concept of the University of Economics and Management (FOM).


The next phase is the sustainable anchoring of what has been learned in the employees' personal working environment. For this purpose, individual and short coaching sessions are conducted at regular intervals over a period of 6-12 months. The hybrid approach of knowledge transfer with integrated coaching has the advantage over the classic training approach that a sustainable behavioural change of an entire organisation is achieved, taking into account predefined corporate goals.

In the coaching phase, a combination of the coaching and mentoring approach is used. We see coaching as a supportive process for employees in their personal work environment to explore the application of what they have learned, to get feedback, to discuss and to plan actions.


Success control is the third phase and an essential component of a transition. The definition of the success factors (KPI) already helps at the beginning of the conception of the transition in which the agreed objectives are detailed and checked. Depending on the transition, the control is carried out with the help of objectively measurable parameters (e.g. turnover, contribution margin, etc.), according to defined characteristics (e.g. efficiency of cooperation), according to systemic parameters (conversion rate of leads>opps) or according to observed behavior.

The fourth and final phase is an iteration of the 3 elements described above, taking into account the lessons learned and also modified targets.

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