Philosophy
"If you want to lead, you have to like people."
Constant change and adaptation to the dynamic corporate environment – these are the daily challenges of every company.
Crises are (almost) always predictable or can be detected early enough.
Often people simply don't react early enough – see NOKIA or KODAK.
An experienced view from the outside is often helpful.
We all know that in order to master crises in the long term, it is essential to "take the workforce with us".
It is known from several studies that about 70% of all change processes are not implemented, are implemented poorly or only suboptimally (including McKinsey, Boston Consulting, Harvard Business, Porsche Consulting).
Positive continuation forecasts from restructuring reports nevertheless mean a subsequent insolvency in 38% of cases.
In many restructuring and change mandates, I have learned in practice why change processes fail and, in particular, how to design and implement them successfully.
In mechanical and plant engineering, in addition to business knowledge, this also requires an understanding of technology, experience, creativity/inventiveness and: a great affinity for people. Resistance arises from fear. This fear, in turn, arises from the loss of trust and without trust there is no success.
Only these realizations have allowed me to reach 100% success in change and transformation processes .
My book contains many suggestions and practical examples that cannot be learned in any seminar or course, no matter how good.
Understanding of technology, renovation experience in practice and, above all, appreciation and respect with consistency and authenticity at the same time: The joy of doing something so that the afflicted people can feel a perspective again, laugh again and the workforce comes to work with joy. This joy as well as my satisfied clients/clients are my best reward.
