what it's about

The challenges are massive, the changes are global and extremely fast, the solutions are unclear, the political, legal, climatic and economic conditions are changing, with game changing consequences for companies and the economy that are difficult to predict. Only one thing is clear: companies and entire industries have to adapt to massive changes that they cannot yet foresee.

In order to deal with these multiple and multidimensional complexities, companies need a significantly expanded organizational intelligence, agility (in the sense of the ability and speed to react), especially with regard to mature processes, appropriate solution and decision-making processes in complex issues, an established culture to deal with conflicts, and last but not least, a drastic reduction in value-destroying time wasters so that employees can put their energy where humans are needed: creativity, cooperation, inspiration, innovation and adaptation, and decide.

With regard to the employees and teams, it is also often a matter of creating a framework and a culture that fosters security in the face of uncertainty, while allowing them more freedom and responsibility, and thus releasing the potential and energy for development and shaping the organisation. This also means a lively balancing of cooperation and competition, of change and stability, of employees as value-bearing individuals and employees as resources. In many areas, it also requires changed leadership roles and structures, and leaders who can meet these changed requirements.

Especially for mature, larger companies and organisations and the employees involved, such a change is on the one hand a challenge (keyword e.g. "success trap"), but on the other hand also an exciting and personally enriching process for those involved.

what I contribute

Supporting

Transformation

Change - a process, not a solution

A Change, or better, an evolution with above characteristics often affect the “DNA” of a company, or is difficult to accept by middle management in particular. Thus it requires clarity and transparency, the “why”, a plausible strategy, sound communication, and a transformation process ensuring its “how” is in line with its goals.

Apart from these self-evident facts, it helps to understand organisations differently and more comprehensively, to adopt and allow different perspectives, and to design processes of major changes dynamically and circularly; this is the only way to appropriately considering the complexity and reduced plannability of solutions and success. And ultimately, the ability to change must be anchored as a competence in the company itself.

Implementing

Work Management Platforms

My contribution would be manage the process of such changes, in operational mode or in accompanying the persons in charge.

Workmanagement Plattform

A good work management and collaboration platform hooks into the key mechanism: cooperation across organization and hierarchies, transparency, trust and self-organization, learning, agile, and up to date digital working environment, with an infrastructure and architecture that meets the requirements of larger organizations and corporates at enterprise level, especially with respect to data storage, security and user access, business intelligence, and integration with the corporate IT ecosystem, such as MicroSoft.

Especially with respect to the Microsoft Ecosystem, the pioneering platfom KanBo goes a significant step further and solves an apparent paradox:

ONE App Experience instead of a rugged MS Ecosystem and optimally interlocked/ integrated in the O365 world!

The possibilities are nearly endless:

  • processes
  • projects
  • projects - comprehensive/ complex
  • agile - Scrum
  • agile – Kanban
  • agile – Portfolio Management
  • standard routines
  • standard routines - comprehensive/ complex
  • events, exhibitions etc.
  • innovation processes
  • integrated workflow systems
  • admin and coordination
  • management dashboards

The unique advantage of KanBo is not only the one app approach, but also the direct integration with the content system (in this case MS SharePoint), and the consistent authorization control, e.g. B. based on MS Teams and the Active Directory of the company. The search in particular benefits from this, since it is not necessary to search in different content silos. The Elastic Stack data lake technology integrated in KanBo enables the development and of an enterprise-oriented business intelligence.

The introduction of a work management software can be a key element of a comprehensive (digital) transformation, or, as a single project, a catalyst for New Work approaches and new organizational models.

I can build on several and intense years of experience with KanBo and its adaptation in the corporate context to various application scenarios. Even more, I am a lead thinker in contributing to the evolution of KanBo in partnering its company owner and Master Mind for several years now. Thus I can support organizations comprehensively in related strategic discussions and operational design and implementation. In addition, we are back here to the topic of change, because the operative experience of the employees with the possibilities that are then available change a lot: the understanding of leadership at the level of the team and project managers, the communication among each other, the energy and the initiative to redesign processes etc.

Optimize & execute

Project Management

Project Management
  • Project and Program Management
  • Organizational Transformation, Strategy and Change
  • Pre & Post Merger/ Integration
  • Digital Transformation
  • Project Execution and Controlling based on above principles
  • Hierfür Nutzung von digitalen Plattformen, z. B. der Workmanagement Software KanBo

In challenging projects, it becomes exciting when you look at how the company works together (or not), how information is exchanged and decisions are made and made transparent, or where and how energy is created or destroyed. Finding good solutions for this is difficult enough, but even more crucial is the question of how it can be ensured major changes to the "system" are successfully implemented and remain sustainable.

Above all, making my contribution to these questions with the necessary sensitivity, experience and profound knowledge in the joint work then also forms the real added value that I can and would like to bring beyond the "craft" and routine.

who I am

Herbert von Kaufmann

Even before Russia's war of aggression against Ukraine, the changes were already enormous, with the radical changes caused by technology and digitization, climate change, social change, the fragmentation of society, and the effects on markets, organizations, democracy and society are topics that have already driven me intensively. Corona has once again significantly accelerated digitization, and the geopolitical effects of war pose completely different questions for the future.

Professionally “grown up” in the 90s and 0s in classic management consulting in the financial services industry, my view has changed in recent years.

I am convinced that what is needed is a fundamentally different way of working, a changed understanding of companies and corporate management, a much more differentiated view on organizations and transformation, and a different view on people in the company.

Today, my aspiration is contributing to companies that regard these challenges and changes as an opportunity.

My “career path”:

Seit 2021

shaping the future

freelance within a network of specialized consultants and consulting and technology partners

2014

assignements in transformation

Head of a “Strategic Projects” department for the CEO of a financial service provider, being in particular responsible for comprehensive change initiatives.

In parallel I was passionately driven by the question how to create the basis for a change in how work is done in this company. I initiated and introduced the work coordination platform “KanBo”, and later on, I managed its move to the MS Azure Cloud.

Consequently used that platform in all my projects, even innovating the reporting on steering committee and board level -> "no PowerPoint, no Excel".

2010

entrepreneur

Good bye traditional “consulting machinery”, founded my own companies, a trading company in 2010, and in 2012, a fashion label with my partner, which is still ongoing

2000

Management Consulting

Strategy and organizational change, M&A within the financial services industry

1991

Consulting IT & ERP

IT application development and implementation of ERP software (SAP R/3) within the financial services industry

1983

University

Study of mathematics and computer science

Any comments or questions?

Sometimes I am around here:

Futur Zwo