We're happy to take the lead

Increasing business performance has so far been associated with one key word: efficiency. Making things faster or cheaper was considered the magic bullet. And until a few years ago, that was sufficient to achieve success on the market.

We can see today that putting all eggs in the “efficiency” basket has toppled companies into a state of paralysis. Large corporations are tumbling because, in their manic efforts doing things right, they have failed to do the right thing.

Which would be to innovate, to stay flexible, and constantly reinvent oneself. Most large consulting agencies have perpetuated this problem by further strengthening their grip when their clients have already been squeezed dry. Almost as if nothing were changing out there... And now we have reached the stage where the Teslas, Googles and Amazons of this world have the upper hand since we have optimised cost structures and processes to the point of exhaustion, and in doing so we have lost touch with our markets.  

It’s time for leadership.

Organisations are made up of humans. And since the human being the most complex assembly we know of, it is fair to assume that complexity knows almost no boundary when humans gather.

It is hence extremely naive to believe that change can be brought about just by utilising buzzword-rich methods, or other simple formulae. “Change culture”, “change management”, “innovation labs”, etc. tend to be a bunch of mumbo-jumbo wrapped in flowery words, being as ineffective as they are expensive. And, despite the many millions invested, there is an even more significant cost factor: being forced into yes-man positions takes a toll on people, often leading them down a path of cynicism and despair, depriving them from a chance to unfold any potential talents.

It’s time for leadership. 

We trust in people

How does one build a management and operating system that is both efficient AND effective, and can not only withstand the demands of the future but also produces immediate results?

How do you build a management and operating system that goes beyond 1900s business administration tactics?

The key is the people in the company, all of whom have an interest in keeping customers satisfied to the maximum possible extent. For one, because evolution has taught us that good relationships are reciprocal and beneficial to all parties, but also because people like having the monthly means to pay their rent. People tend to have great intuition about their customer’s best interests and know when to stick to processes and when to find workarounds for institutionalised (in-) efficiencies  

So How do you get people motivated?

It’s really simple: you don’t. People motivate themselves very quickly as soon as they become aware of the mutual benefits of being trusted with responsibilities. For decades, employees have been drilled not to question outdated management strategies or consultant’s empty talk, to sit down, not talk back, and go home to whine about it to their families over dinner. 

Been there, done that. Seriously.

We drive innovation systematically, and yet individually

There are two core systems underlying what we do:


The level of effectiveness of company training courses is sad. The main reason for this lies in our human nature. We simply don’t like listening to things we aren’t interested in and we’re certainly not keen on taking action on them. What makes real learning possible is being touched on a visceral, emotional level. This only happens through experience.


When people reflect on an experience, they learn something as a result (e.g. through travel: “I love this new place”; or through pain: “Touching this stove is not a good idea”; or through work: “work is really fun when I can see my individual contribution reach the customer”).
With our formats, people learn to appreciate what is required to become a well-performing team.


Problems are best tackled with a collective entrepreneurial mindset
, resulting experiences and insights ensure exceptional results.
This will probably contradict your standard problem-solving procedures, nevertheless, it succeeds.
Or perhaps it does for that very reason.


Wenn man den Menschen planvoll, intelligent und konsequent Raum fürs Machen gibt, beginnen sie, unmittelbar für den Kunden zu leisten. 


Aus diesem Machen wird gelernt, wie Wertschöpfung auch gehen kann und was das für die Menschen selbst und für das Unternehmen bedeutet. 


Arising from the Act and Learn phases, the entire company begins to move towards a state in which it is able to adapt to the demands of the markets on a continuous basis. 

The iteration of Act, Learn, Develop leads to the creation of a far-reaching, continuous transformation process, which in turn leads to valuable new experience, insights and results.

There will come a point when these new behaviours become second nature to people, and are rooted in the organisation’s procedures to the extent that external help is no longer necessary, and the company can shape and determine its markets from within itself.

The Power of “AND” over “OR”

When a multitude of strengths, talents, ideas, approaches and methods meet and merge, great things happen. By contrast, those who get bogged down in the narrow-mindedness of an “or-focused” approach lose themselves in increasingly small-scale silo structures and power struggles, and shut themselves off from valuable courses of thought and action. Those who bring together seemingly contradictory elements in a holistic, systemic approach will successfully shape the future.

That’s why we are not dogmatic, but rather create space for discourse and diverse perspectives, in which every contribution that generates value for the customer has its place and time. Profitability AND sustainability, hard work AND reflection, reason AND emotion, leadership AND governance, process efficiency AND agile working, standard procedures AND individual solutions. By considering both, we can uncover and exploit the potential both worlds have to offer.

And to all the major consulting agencies (McKinsey, Boston Consulting Group, Deloitte, EY etc.) who may still believe in the power of cost savings, PowerPoint slides and pushing around accountabilities in the organisation chart, please give us a call and help us understand how that is in any way sustainable.

Perhaps in return we can share some ideas. You might be surprised.