Denkwerkstatt für Manager

"Culture eats strategy for breakfast..." This succinct statement by Peter Drucker was the impetus for the further development of our consulting firm over 20 years ago. It was at the beginning of our intensive research work, which started with fundamental questions:

• What exactly is corporate culture?
• How can it be analyzed and changed?
• How does culture influence a company's strategy?

Prof. Dr. Martina Nieswandt dealt with these questions in her doctoral thesis at the University of Surrey. Her research was deliberately practice-oriented, which is why she accompanied a German construction company in the transformation of its corporate culture. The aim was to achieve a profound and sustainable change in the organizational culture. The results of her research were published by Palgrave Macmillan in 2015 and today form the foundation of our business model.

We deal with forward-looking issues:

• How are artificial intelligence and data management changing management requirements?
• What is the relationship between corporate culture and corporate strategy?
• How should companies deal with peak performance?
• Is it possible to measure performance, and if so, how?
• What does this mean for modern personnel development?

In the 21st century, leading organizations requires new approaches. Cultural transformations are a strength of free societies. Europe was shaped by the Enlightenment, the idea that courageous people can achieve great things and that free societies are superior to authoritarian ones. But we must also recognize that "fat cats" no longer want to hunt.

Europe is facing a significant turning point. Between 2023 and 2034, around 400,000 people will retire in Germany every year, which will result in a shortage of seven million workers by 2034. Companies that manage poorly in this environment, do not trust their employees to make independent decisions and hinder learning processes will quickly lose out.

Our regular exchanges with managers sharpen our focus on the complex challenges of these changing times. A successful cultural transformation requires trust in employees' abilities to get the best out of everyone and to encourage their commitment in order to unleash the full potential of the organization.

Our actions and thoughts are guided by the conviction that there is great potential in everyone. Elites should create the necessary framework conditions to promote and challenge this potential in the interests of society.This led to our mission: "Strategy follows culture."

Our methodology: Making the cultural change phases according to Kurt Lewin practical and individualizing them for each company. Because every company is unique!