what it's about

The challenges are massive, the changes are global and extremely fast, the solutions are unclear, the political, legal and climatic 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.

This now accelerated increase in complexity requires changed skills and focuses of the organizations: even more agility (in terms of responsiveness and speed), especially with respect to long-established processes, a culture of trial and error, and a drastic reduction in inefficient time wasters and the reduction of mentally stressful dysfunction so that employees can focus their energy on the things in the company for what humans are needed right now: creativity, cooperation, inspiration, innovation!

Regarding the employees, it is often about creating an environment and culture that allows the people in the company to experience appreciation and trust, grants them more freedom and personal responsibility, and so that ones potential and energy is released to develop the company further. This also means cooperation instead of competition, flexibility and constant change in the sense of growing instead of rigid, permanent structures, and in many areas management roles and structures are to be changed.

Such a transformation is of course a challenge, but also a great opportunity, especially for grown, larger companies and organizations and the people involved.

what I contribute

Supporting

Transformation

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 organizations in a different way and more comprehensively, allowing different perspectives, and shaping the process of transformation in a dynamic and circular mode; only this way ensures one to cope with the complexity and reduced predictability of appropriate solutions and its success. And. last but not least the company has to build a constant ability to change.

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

Implementing

Collaboration Platforms

A good work management and collaboration platform hooks into the key mechanism: Cross-structural and cross-hierarchical cooperation, transparency, trust and self-organization, learning, agile and, above all, contemporary digital working, with an infrastructure and architecture that meets the requirements of larger organizations and corporates at enterprise level, especially with regard to data storage, security and user access management, 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:

  • projects
  • projects - big/ complex
  • WiP Prozesse​
  • admin and coordination
  • standard procedures
  • standard procedures - complex
  • events, exhibitions etc.
  • processes of innovation
  • manage workflows (even integrate with ERP systems via API)
  • dashboard of portfolios

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 collaboration 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 look back to 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 CEO 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 and Program Management
  • Organizational Transformation, Strategy and Change
  • Pre & Post Merger/ Integration
  • Digital Transformation
  • Project Execution and Controlling based on above principles
  • Utilization of digital Platforms like 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

Even before Corona and the war 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 significantly in recent years.

I am deeply 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 collaboration 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

ManageIT & 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

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