Energize the Org — Steer BU-R from Corrosive to Healthy High Performance

A four-round, advanced organizational-behaviour simulation set inside Helvetia Präzision AG, a CHF 218M Swiss precision-components manufacturer in Winterthur. You inherit the Robotics & Automation unit (BU-R: 180 people, CHF 64M revenue) the week its pulse survey and a four-engineer resignation cluster land together. Mapped onto Heike Bruch's Organizational Energy Matrix, BU-R is alarming: productive energy 38% (healthy ≈65%), comfortable 22%, resigned inertia 24%, corrosive energy 16% (healthy <8%) — corrosive energy has doubled in a year. Engagement has fallen 74→58, 31% of staff are in the high-exhaustion band, overtime runs 9 hours/person/week, on-time milestones dropped 88%→71% (a CHF 4.2M medtech renewal at risk), and voluntary attrition hit 18% against a 7% firm average. The Executive Board gives you one transformation cycle — three quarters — to lift productive energy back above 55% AND cut attrition below 12%, without a budget bailout; miss either and BU-R is merged and the four-day week is scrapped company-wide. Across four rounds you (1) diagnose the energy state by sub-team, distinguishing low-intensity resigned inertia from high-intensity corrosive energy and naming the highest-leverage first move; (2) allocate CHF 240,000 of discretionary spend and a fixed 20 leadership focus tokens across interventions — purpose reset, workload triage, dismantling the corrosive coalition, recognition rituals, manager coaching, backfilling — discovering that a big motivational kickoff inflames corrosion when trust is absent while unglamorous workload triage unlocks the most productive energy, and that even attention is not effective attention; (3) set the hybrid / four-day-week policy and defend the CHF 1.1M wellbeing-and-development budget against Finance's proposed 40% (CHF 440,000) cut, making the business case in attrition-cost and velocity terms; and (4) lock in healthy high performance with anti-acceleration-trap recovery guardrails, monthly leading indicators, and a board pitch. The maths rewards reading quality and intensity before acting, sequencing trust-building before mobilisation, concentrating attention on the corrosive coalition, protecting the wellbeing budget as an investment against CHF 95,000-per-engineer replacement cost, and building recovery in — and punishes the five classic errors: misreading the quadrant, mobilising before trust, buying coordination with autonomy, cutting wellbeing to protect EBIT, and stacking energising initiatives on a 9-hour overtime baseline. Final KPIs track Productive Energy %, Corrosive Energy %, annualised Attrition %, and the protected Wellbeing Budget against the board's twin exit thresholds.