I advise companies that need to change while staying capable of acting. Every mandate starts from my client’s situation — not from a methodology.
Service areas
Transformation initiatives. Support for change initiatives from diagnosis to anchoring: target picture, programme architecture, steering, and communication towards the organisation. Typical situations: a business model changes and the organisation still follows the old one; an initiative has been approved but nobody has thought the implementation through; several initiatives compete for the same people.
Organisation design and governance. Reordering roles, decision rights and governance bodies — where responsibilities are unclear, decisions stall, or the structure no longer fits the business. I establish how decisions are actually made, not how the organisation chart says they are, and work out with the leadership team a role and decision model down to the level of the contested individual cases.
Implementation support. Working with the leadership team through the phase in which a decision has to become lived practice. Where steering instruments are needed — objective systems, prioritisation or planning routines — I introduce them within that process: not to be learned, but to make the pending decisions with them.
Approach
Assessment. Conversations with the people involved, observation of ongoing committee work, a review of the steering documents. The result: a robust description of the current situation, including the places where it jams.
Target model and concept. Worked out with the leadership team, not presented to it. The result: a decision paper for executive management — roles, decision rights, governance logic, transition plan.
Implementation. Support for the introduction on real business: ongoing planning, pending decisions, emerging conflicts.
Effectiveness. Verified against the issues that had stalled before the mandate.
What a typical mandate looks like
An industrial company merges two business units. A year later the old structures persist in practice: overlapping responsibilities, competing plans, decisions regularly travelling upwards. The mandate: an assessment, and a decision and role model for the merged unit. I talk with the leaders of both original units, sit in on the leadership meetings, and reconstruct past escalations; on that basis the role and decision model takes shape with the leadership team, and I stay to support its introduction. The outcome: decisions that used to be escalated as a matter of routine are made within the unit again.
How we work together
I work on a mandate basis. After an initial conversation you receive a proposal stating the starting situation, objectives, deliverables, timeline, and fees on a per-day or per-project basis. The client is the company. The scope and content of a mandate are not fixed in advance; they follow from the assessment.
What I do not offer
No open seminars, no courses with a fixed curriculum, no certifications, no teaching materials, no examinations. My work takes place within a company’s mandate, on that company’s specific situation.