Metaplan has been accompanying change in organizations since 1972. We primarily focus our work on other organizations, seeking to understand how their structures define and shape the ways people behave within them. Rather rarely do we look inward. After 50 years dedicated to the future of organizing, we are asking ourselves what transformations we have undergone.
A journey through time with Metaplan Princeton
In 2001, Metaplan expands to the US. Coming with valuable experience in pharmaceutical sales and marketing, Franz-Josef Tillmann built up the Princeton office that today looks back at more than two decades of accompanying organizations in their change endeavors.
With a focus on the Pharmaceutical Industry, we specialize in strategic planning processes and issue management on various levels within organizations and across functional groups.
Typical projects our clients ask us for help on are strategy development processes, business planning exercises, portfolio management, competitive exercises, and advisory boards.
In the early days we kept track of our Metaplan colleagues in Quickborn, Princeton, Versailles.
While Quickborn may have a park, we (sometimes) work around palm trees…
… and in other cool locations.
We take the trend of indoor-outdoor living to the next level: indoor-outdoor working!
However, we also do not shy away from bad weather – even a blizzard cannot keep us from getting to a workshop – no planes, no trains, no problem!
We have the right vehicle for driving in any weather: the “Metavan”.
Depending on the season we might even put it in scene.
Holiday traditions are taken very seriously.
We support the next generation of employees at a very early age.
They prove that our moderation method provides good insights on the really important issues of life… such as birthday parties! On that note: “Happy birthday, Metaplan!”
1970s With management conferences for Siemens, Metaplan set the standards for interaction formats with large groups. Alternating between breakouts and plenary sessions, these conferences were the crystallization point of change processes and cultural transformation projects – often driven by the spirit of optimism prevalent at that time.
1970s With management conferences for Siemens, Metaplan set the standards for interaction formats with large groups. Alternating between breakouts and plenary sessions, these conferences were the crystallization point of change processes and cultural transformation projects – often driven by the spirit of optimism prevalent at that time.
1970s With management conferences for Siemens, Metaplan set the standards for interaction formats with large groups. Alternating between breakouts and plenary sessions, these conferences were the crystallization point of change processes and cultural transformation projects – often driven by the spirit of optimism prevalent at that time.
1970s With management conferences for Siemens, Metaplan set the standards for interaction formats with large groups. Alternating between breakouts and plenary sessions, these conferences were the crystallization point of change processes and cultural transformation projects – often driven by the spirit of optimism prevalent at that time.
1970s With management conferences for Siemens, Metaplan set the standards for interaction formats with large groups. Alternating between breakouts and plenary sessions, these conferences were the crystallization point of change processes and cultural transformation projects – often driven by the spirit of optimism prevalent at that time.
1970s With management conferences for Siemens, Metaplan set the standards for interaction formats with large groups. Alternating between breakouts and plenary sessions, these conferences were the crystallization point of change processes and cultural transformation projects – often driven by the spirit of optimism prevalent at that time.
1970s With management conferences for Siemens, Metaplan set the standards for interaction formats with large groups. Alternating between breakouts and plenary sessions, these conferences were the crystallization point of change processes and cultural transformation projects – often driven by the spirit of optimism prevalent at that time.
1980s The company’s own methods had been brought to a sufficient stage of maturity that they could be communicated to clients for organizational design and management work. Back then, numerous managers attended seminars and courses that were already anticipating the contents of the present-day organizationally wise leadership and management of interaction formats.
1980s The company’s own methods had been brought to a sufficient stage of maturity that they could be communicated to clients for organizational design and management work. Back then, numerous managers attended seminars and courses that were already anticipating the contents of the present-day organizationally wise leadership and management of interaction formats.
1980s The company’s own methods had been brought to a sufficient stage of maturity that they could be communicated to clients for organizational design and management work. Back then, numerous managers attended seminars and courses that were already anticipating the contents of the present-day organizationally wise leadership and management of interaction formats.
1980s The company’s own methods had been brought to a sufficient stage of maturity that they could be communicated to clients for organizational design and management work. Back then, numerous managers attended seminars and courses that were already anticipating the contents of the present-day organizationally wise leadership and management of interaction formats.
1980s The company’s own methods had been brought to a sufficient stage of maturity that they could be communicated to clients for organizational design and management work. Back then, numerous managers attended seminars and courses that were already anticipating the contents of the present-day organizationally wise leadership and management of interaction formats.
1980s The company’s own methods had been brought to a sufficient stage of maturity that they could be communicated to clients for organizational design and management work. Back then, numerous managers attended seminars and courses that were already anticipating the contents of the present-day organizationally wise leadership and management of interaction formats.
1980s The company’s own methods had been brought to a sufficient stage of maturity that they could be communicated to clients for organizational design and management work. Back then, numerous managers attended seminars and courses that were already anticipating the contents of the present-day organizationally wise leadership and management of interaction formats.
1980s The company’s own methods had been brought to a sufficient stage of maturity that they could be communicated to clients for organizational design and management work. Back then, numerous managers attended seminars and courses that were already anticipating the contents of the present-day organizationally wise leadership and management of interaction formats.
1980s The company’s own methods had been brought to a sufficient stage of maturity that they could be communicated to clients for organizational design and management work. Back then, numerous managers attended seminars and courses that were already anticipating the contents of the present-day organizationally wise leadership and management of interaction formats.
1990s Metaplan continued to expand its business in France where major corporations were also among the clients.
1990s Metaplan continued to expand its business in France where major corporations were also among the clients.
1990s Metaplan continued to expand its business in France where major corporations were also among the clients.
1990s Metaplan continued to expand its business in France where major corporations were also among the clients.
2000s With visualizations for workshops already being created on computers, electronic formats made their way into customer events at the turn of the millennium. In the next few years, web-based remote interaction became more and more important.
2000s With visualizations for workshops already being created on computers, electronic formats made their way into customer events at the turn of the millennium. In the next few years, web-based remote interaction became more and more important.
2000s With visualizations for workshops already being created on computers, electronic formats made their way into customer events at the turn of the millennium. In the next few years, web-based remote interaction became more and more important.
2010s Metaplan’s Professional Program outlined the concepts and methods of Discursive Management and Discursive Consulting. In the years that followed, the program expanded and a broad alumni network and new client relationships emerged with it.
2010s Metaplan’s Professional Program outlined the concepts and methods of Discursive Management and Discursive Consulting. In the years that followed, the program expanded and a broad alumni network and new client relationships emerged with it.
2010s Metaplan’s Professional Program outlined the concepts and methods of Discursive Management and Discursive Consulting. In the years that followed, the program expanded and a broad alumni network and new client relationships emerged with it.
2010s Metaplan’s Professional Program outlined the concepts and methods of Discursive Management and Discursive Consulting. In the years that followed, the program expanded and a broad alumni network and new client relationships emerged with it.
2020s New digital formats now allow interactions in hybrid settings. Ensuring constructive interactions and discourse in organizations is becoming more challenging.
Exhibition: Metamorphoses – 50 Years – The Future of Organizing
A description of what constitutes Metaplan from a merely internal perspective would be incomplete. That’s why we put together a variety of artistic positions that describe in different ways what constitutes Metaplan.
We’re looking back to ask ourselves what is to come. Welcome to the world of metamorphoses.
1. Transformationsspiegel (Transformation Mirror)
Transformation gets organizations moving – why a change of perspective can be worthwhile.
