BUSINESS TRANSFORMATION MANAGEMENTRethink and turn things around.
Around 70 percent of all transformations fail. The reason? Unclear or uninspired goals, a lack of trust to hand over the reins, misjudging the level of complexity, or communication problems among those involved. What this percentage shows is that everyone can talk about transformation. But viewing it in context and successfully applying and implementing it in your own company takes a little more. And that’s where I come in.
As someone who thinks outside the box, I question approaches, provide ideas and stimuli and support your company in leaving the comfort zone. I am a bridge builder, a sounding board and coach, a doer (who will show you how to do things), a co-designer, coach and moderator for you on your way to a future-proof company. Together, we will first start rethinking things, then we’ll initiate the turnaround. My approach is to gain new courage to change things, arouse curiosity amongst the workforce and get a better overview of the contexts and interactions involved in your transformation project.
I have been supporting medium-sized companies, corporations and startups in planned and unplanned situations of change for more than 30 years. For large-scale, comprehensive assignments, I rely on proven collaborative partners who have in-depth knowledge and understanding of digital ecosystems – and who share a similar agile mindset and understanding of values. Using methodological expertise and controlled trial-and-error, we form a path that suits your company. You will create flexible structures void of any buzzwords – and can react to rapid market changes without losing sight of day-to-day business.
We work out your why, so that you have clear goals in mind. Once these goals have been defined, we can derive specific first steps. Stakeholders are identified, and those who are affected are actively involved. They communicate transparently and authentically: Everyone knows where the journey is going ...Read more
The market, competitors and changes in society create enormous pressure to innovate. To deal with this pressure, we further develop related skills you have internally. The commercial potential and socio-cultural homogeneity within the company improves ...Read more
You and your people understand that dynamic markets make it necessary to rethink things. Multidisciplinary team structures are needed for an agile, innovative and sustainable culture. Meaningful leadership with visions, values and clear goals paves the way. You will develop agile leadership values based on ...Read more
A systematic analysis of the value chain reveals which adjustments you have to make – always with a clear customer focus. I actively support you throughout operational implementation with my courageous approach, based on methodological expertise, an entrepreneurial joy of design, and empirical knowledge ...Read more
Nothing Ages Faster than the Future: How do companies deal with obsolete knowledge?
In t3n magazine I look at the topic of how companies should deal with obsolete knowledge. Rapid technological progress has consequences. A disruptive business model can make my offer unusable overnight. Competition no longer takes place only between products or processes – but via business models. What counts today may be obsolete tomorrow. How can “old knowledge” be unlearned?Read more
Transformation in India: A new start-up hype?
This time, I spoke with Rajat Baisya, Chairman of Strategic Consulting Group in New Delhi, about the Indian economy, large, medium and small sized companies, the start-up growth and leadership practice.Read more
We are not agile because it is trend!
The term “agility” has been an inflationary buzzword in the media for years. Everything must be agile today. In the flood of agile hymns of praise, however, the real reason for this often fades away. Why do companies decide to switch to agile? I will talk about this today with Patrick Diemer, Chairman of the Management Board of AirPlus International.Read more
Without the Right Backing, You Won’t Have Change
Last summer I met with Gerhard Stamm. Stamm is the owner and managing director of the Stamm Consulting Group based in Barcelona, Spain. This seasoned engineer has many years of international experience in the expansion, reorganization and restructuring of manufacturing companies. Under the Spanish sun we talked about the problems of change processes in corporations from the point of view of an external interim manager.Read more
Perception beats reality
In the middle of the year I met Felix Glauner in Berlin. He was last managing director of M&C Saatchi in Berlin, before that creative director of Havas in Germany – where he won several awards. The ex-film juror of the Cannes Lions founded the strategy and creative consultancy Pitchbright in 2018 to coach medium-sized companies and start-ups in the digital reorientation of marketing. A conversation about continuous change, energy, creativity and leadership.Read more
Doing Away with Yourself
This time around, I take the opportunity to sit down with Dr. Christof Horn, Executive Director at the P3 Group, an innovative, international management consultancy with a special focus on the automotive, aerospace, energy, and telecommunications industries. We talk about the significance of digital transformation, leadership and organizational structures.Read more
Digital Transformation is not an IT project
Digital transformation requires courage, strategic creativity and a willingness to experiment on the part of those who are responsible for its success. What are the secrets to mastering such a complex process?Read more
The Difference between Change and Transformation
In my work environment, I’m often surprised at how often managers use the terms »change« and »transformation« as if they referred to one and the same thing. A look at newspaper articles, corporate publications and even the business literature can also leave one with the impression that the terms are perfectly interchangeable. As a matter of fact, however, they are not.Read more
A Clash of Cultures
What is the best way to reconcile two contrary project cultures so as to secure a project’s successful completion? The subsidiary of a prominent airline wanted to automate its sales processes at 40 locations around the world, while also introducing a uniform CRM system to enable better and more efficient customer service. Indeed, a complex transformation project!Read more
Analog Thinking in a Digital World
Markets are changing at an accelerated rate and enterprises are struggling to keep abreast of the changes. Having fallen prey to inertia, once powerful corporations have lost their market relevance, while small, agile and sometimes brash startups have advanced to the status of global players. In short, enterprises on many markets and in many industries have suddenly found themselves in a VUCA world, i.e. a world of volatility, uncertainty, complexity and ambiguity. How are they to survive in this complex world?Read more
Entering the Chinese Market
How do rescue a prestige project that’s on the verge of failure? By doing the right things. And by doing the right things in the right manner. Lufthansa AirPlus Servicekarten GmbH is a provider of global services to business travelers. In 2008, the company entered into a joint venture with the state-run airline Air China, with both companies hoping to exploit the Olympic Games in Peking as a springboard. At the time, it was a spectacular move on the part of both companies – and a high-profile project that could not be allowed to fail.Read more
Change & Transition
We are subject to reading and hearing many famous quotes in regard to change management: “The only constant is change” (Heraclitus) or “Change is the law of life and those who look only to the past or present are certain to miss the future” (John F. Kennedy) and there are many more quotes which would be worth mentioning. Of course, with all our discussions about the inevitability of change management, we may create the perfect illusion that change can be faultlessly managed by checklists.Read more
Re-thinkers and co-designers in a changing world
I support company managers and management teams throughout critical and digital-driven phases of change, question the beloved status quo, and support you with bold ideas, innovative methods and tireless support across all specialist and hierarchical levels.