WHAT IS CERTAIN IS THAT NOTHING IS CERTAIN. NOT EVEN THIS.
The world has changed. And we have responded to it – personally, but also as managers and employees in organizations: with hygiene concepts, with home office, with remote work and smart work, with new communication tools, with long overdue automation projects and more far-reaching digitization initiatives, with reviews of value chains.
The crisis is not over yet, but after more than a year it is time for two questions:
1) Where does our organization stand today?
2) How do we want to shape our future, our 'Next Normal'?
What is our future strategy on digitalization and automation? What is our business model? Are we agile enough for the future? How do we face future risks and uncertainties?
We are your competent partner for these questions. We support you in taking stock, review your strategy together and accompany you in the sustainable implementation of necessary changes with change management and project management.
BECAUSE IT REMAINS CERTAIN THAT NOTHING IS CERTAIN.
more than 35 years of international experience in
- IT consulting and project management,
- change management and organizational development
in more than 50 companies of different industries and sizes, as well as in the financial sector and public administration.
more than 30 years of management experience with personnel responsibility as
- Managing Director of an ERP sales and consulting company,
- Director Integration and Change at one of the world’s leading IT service providers,
- IT Director Europe at a medium-sized group of companies with more than 20 European subsidiaries,
- Head of Product Management at a Berlin software company.
Psychologist, lecturer, certified project manager, Gestalt organization consultant, management coach and mentor.
DU SIEHST DINGE UND FRAGST WARUM?, DOCH ICH TRÄUME VON DINGEN UND SAGE WARUM NICHT?
GEORGE BERNARD SHAW
YOU SEE THINGS AND ASK WHY? I DREAM ABOUT IT AND ASK WHY NOT?
The world has changed.
There are also opportunities in this, if organizations manage to keep the balance between agility and stability:
- Stability through sufficient resources, skilled employees with high retention, efficient processes and tools, and products with potential.
- Agility, in other words, flexibility and responsiveness internally and externally, a high level of customer orientation coupled with the ability to learn and innovate, in order to recognize technical, social and economic trends at an early stage as an opportunity or risk for one’s own organization.
Use the opportunity to anchor this “ambidexterity” of stability and agility now in your organizational structure and culture in a sustainable way. We support you in doing so.
BECAUSE BALANCE IS DREAMLIKE.
DER NACHTEIL VON INTELLIGENZ BESTEHT DARIN, DASS MAN GEZWUNGEN IST, UNUNTERBROCHEN DAZUZULERNEN.
GEORGE BERNARD SHAW
THE DISADVANTAGE OF INTELLIGENCE IS THAT YOU ARE FORCED TO LEARN CONTINUOUSLY.
As managers and employees in companies, you have many opportunities to learn every day – not least through technological development. In order to contribute here, you are required to deal with the content of Industry 4.0 and Big Data and to understand the concepts and technologies behind them. Because only when the possibilities and consequences of automation and digitalization are clear for your organization you can competently decide what to do or not to do for once. And this is the basis for a digitalization strategy that suits to your organization.
We support you in both, strengthening digital competence in your organization yours and in creating and implementing an individual digitalization strategy.
BECAUSE WE SHOULD NOT LET THIS 'DISADVANTAGE' OF INTELLIGENCE TAKE AWAY FROM US!
WENN ICH MEIN LEBEN NOCH EINMAL LEBEN KÖNNTE, WÜRDE ICH DIE GLEICHEN FEHLER MACHEN. ABER EIN BISSCHEN FRÜHER, DAMIT ICH MEHR DAVON HABE.
IF I COULD LIVE MY LIFE OVER AGAIN, I WOULD MAKE THE SAME MISTAKES, BUT A LITTLE SOONER SO I COULD GET MORE OUT OF IT.
This quote from Marlene Dietrich brings us to Design Thinking, where one of the basic rules is ‘Fail fast and often’. The message is the same: making mistakes helps! This view is far from being accepted in many companies, but it not only contributes to a positive corporate culture but is an essential prerequisite for agile working as a whole.
If you want to set out on the path to more agility, you should know what your organizational culture looks like today. Only then is it clear what needs to change and the culture change can begin.
We support you in the diagnostics and accompany you in the subsequent culture transformation.