Reflexionen

Why companies rely too much on human resources – and too little on digital! Many companies are growing – but they are not growing in a scalable way. Instead of optimizing processes, systems, and digital capabilities early on, increasing market demand is often met with additional staff. As long as performance remains stable, this manual approach is hardly noticeable. But as soon as a crisis occurs or transformation has to take place under pressure, it becomes clear what is mis

Leadership is changing rapidly – and with it, the expectations placed on people in positions of responsibility. Today, personality counts for more than position. Congruence is becoming the decisive quality of modern leadership: consistency between thinking, speaking, acting, and being. This point of view shows why attitude is becoming the new orientation and how genuine leadership can be recognized. Read viewpoint

Interim management has taken on a new significance: amid skills shortages, digital transformation, and growing complexity, there is a need for experienced leaders who can quickly provide guidance and achieve results. The first 30 days are crucial in determining the pace, clarity, and direction—they form the strategic foundation for the entire assignment. Read viewpoint

Many companies recognize their challenges early on—whether cultural, strategic, or operational. But instead of making clear decisions, problems are often managed until they become crises. My experience as a Hands-on Advisor and Interim Manager shows that it is not a lack of knowledge that jeopardizes organizations, but hesitation. Early external expertise creates clarity, strengthens leadership, and prevents costly developments long before pressure and crisis limit the scope

A well-known saying I like to use in change processes. Transformation isn’t only about adjusting structures and workflows—it’s also an opportunity to create space for new ideas. It’s the perfect moment to encourage innovation and bold thinking.   I use this phrase to motivate people at all levels to think big and free themselves from limiting beliefs. Change should inspire—not intimidate. Those who constantly say, “That won’t work” or “We tried that before,” limit the potenti

A metaphor I often use in transformation work. In many organizations, I encounter complex structures and processes that have evolved over time—layered, overregulated, and far from lean or efficient. Employees have learned to accept this complexity: “That’s how it’s always been,” or “The boss wants it that way.”   But this complexity often stands in the way of progress. It stifles innovation, undermines accountability, and creates distance.   With this phrase—“We don’t want an

I often use this expression in conversations—with employees at all levels and with clients alike. It’s a reminder that change requires calm. Haste creates unrest, uncertainty, and ultimately causes people to disengage from transformation.   “We go down—we don’t run” doesn’t mean taking challenges lightly. It means facing them with composure. Topics can be urgent—without becoming chaotic. Especially leaders are called upon to bring calm and clarity into the process.   True lea

Change is important—but not at any cost. In transformation processes, I often see people overwhelmed by the pace or intensity of change. The initial energy then quickly turns into exhaustion.   I use this saying, with a touch of humor, to remind leaders that we must drive change—but with care. We can’t simply “take people along” and hope they’ll follow; we have to meet them where they are, enable them, and guide them forward.   Good leadership recognizes when the pace is too

A well-known proverb I often use in the context of change and transformation. In such processes, there’s a tendency to think everything must happen at once. Employees at all levels look far ahead, worry about possible consequences—and end up paralyzed.   This mindset blocks real progress. Change, however, requires movement. With the necessary prudence—but without overcaution—it’s about taking the first step, addressing challenges, and solving problems when they actually arise

In every organization, there are people who recognize and name problems—and then stop there. “There’s a light on in the basement, I know it!” describes exactly that. Knowing is good; acting is better.   Especially during phases of change or transformation, it’s understandable that not everyone can immediately take the lead. People need orientation and support to sharpen their awareness: it’s not just about identifying or managing a problem—it’s about tackling it actively and

A well-known proverb I like to use in change processes. In every transformation, positive, open, and clear communication is key. Employees at all levels want to know where the organization is headed—and what role they play in it.   With every kind of support we offer, we create orientation and empower people to actively take part in the process of change. We can guide, lead, and accompany them—but at some point, they have to take the step themselves.   And that’s where this s

Change starts in the mind—and often that’s exactly where resistance begins. Not everyone handles change equally well. Many first see risk, uncertainty, or loss—instead of the opportunity to create something new.   In these situations, I use this phrase deliberately to broaden perspective: The glass is half full, not half empty! It’s about adopting a positive mindset, seeing possibilities, and being willing to engage actively.   Change and transformation require leadership and