Constant change and adapting to a dynamic business environment — these are the daily challenges facing every company.
Crises are (almost) always foreseeable, or can be recognized early enough.
Often, the issue is simply that no one reacts early enough — just look at Nokia or Kodak.
An experienced outside perspective is often helpful here.
We all know that to overcome a crisis sustainably, it's essential to bring the workforce along.
Several studies show that around 70% of all change processes are not implemented, or are implemented poorly or sub-optimally (among others: McKinsey, Boston Consulting, Harvard Business, Porsche Consulting).
Even positive going-concern forecasts in restructuring reports are followed by insolvency in 38% of cases.
Across many restructuring and change mandates, I've learned in practice why change processes fail — and, more importantly, how to design and implement them successfully.
In machinery and plant engineering, this requires not just business knowledge, but also technical understanding, experience, creativity, and: a strong affinity for people. Resistance is born from fear. And that fear, in turn, comes from a loss of trust — and without trust, there is no success.
It's only through these combined insights that I have so far been able to achieve 100% success in change and transformation processes .
My book on this topic contains many practical insights and real-world examples that you won't learn in even the best seminar or course.
Technical understanding, hands-on restructuring experience, and above all appreciation and respect, paired with consistency and authenticity: the joy of doing something so that people under strain feel a sense of perspective again, can laugh again, and come to work with enthusiasm. That joy, along with my satisfied clients, is my greatest reward.
