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I support decision makers in complex situations, with extraordinary oversight and courteous strategies, to lead responsibly, decide expeditedly and realize potential rapidly, for gaining new competitiveness, while staying in control.
Christoph Schwager • Strategist • Innovator • Thinker • ex Chief Risk Officer Airbus • ex Partner EY •
Start-up Entrepreneur • Certified Public Accountant
Christoph Schwager is Senior Expert for the controlled transformation into the future, for Strategy, Chance/Risk Management and Finance, and to move people into the right direction for better results.
When much is at stake - in highly complex, uncertain and crisis situations:
I support investors, organizations and projects to clearly and rapidly recognize the situation, prioritize and mobilize new potentials, to reduce avoidable surprises and realize results.
I combine the corporate world with digital start-up mindset. With optimized, integrated structures for accelerated decision making, action and coordination efforts, widened monitoring and oversight.
The biggest challenge of the 21. century isn’t digitalization, technological progress or cyber, but how leaders and whole organizations react, how they widen their oversight, recognize the critical topics, decide chance and risk aware and mobilize resources with focus.
At its heart, responsible leadership is about courageous decision making, emotional resource mobilization and coordinated communication in an uncertain environment. It determines the ability to excel, to survive.
With widened oversight, it is about accelerating strategy, maximizing opportunity while minimizing risk and blind spots, sharpening focus and optimizing reconciliation between stakeholders.
Louis Gallois – Chairman Group PSA, prev. CEO of Airbus (EADS) and of SNCF:
„It is a great pleasure for me to confirm the remarkable quality of your work, when you were in charge of Risk management. Under your leadership, the Company made significant progress towards a more resilient business model regarding risks.“
Leadership need to manage uncertainty, chances and risks, keep oversight and avoid predictable surprises -
but how exactly?
“Prediction is very difficult, especially when the future is concerned” physicist Niels Bohr once said.
Difficult, yes. Impossible, no.
We shall not rest until organizations are better at managing uncertainty, chances and risks!
Exceptional oversight and foresight - increase success and viability - reduce predictable surprises and cost.
HOW TO EASILY WIDEN OVERVIEW, ANTICIPATE AND FREE RESOURCES. MAKE ORGANIZATIONS AND PROJECTS FIT FOR FUTURE. MAKE THE SUPPLY SIDE SAFER.
Do we do the right things? Also at the periphery of the organization? How don't we miss the right moment when to turn to avoid a dead end, to stop to rely on the status quo. How to stay in control with oversight, develop simple scenarios and free resources. And always watch the finances.
HOW CAN DECISION MAKING AND ACTION BE ACCELERATED ACROSS THE WHOLE ORGANIZATION. THE FOCUS SHARPENED. THE COORDINATION MADE EASIER AND FASTER.
On which basis do we decide. How do we manage to replace "Management by Luck" with effective steering in day-to-day activities, divide the important from the unimportant, how to match the views of the involved stakeholders, reduce organizational silos and enable focussed activity. How can we be more certain that the things we want to work really work.
HOW TO IDENTIFY, ASSESS AND RECONCILE CHANCES AND RISKS MUCH FASTER, EFFECTIVE AND SUITABLE FOR DAILY USE.
Two topics can be noticed. First, when people reconcile threats, risks and chances, there are things that are again and again overseen, forgotten or even ignored. Second, many of the applied methods scare off, cost nerves and cause waste of resources. This can be easily and effectively changed. It saves resources almost immediately and avoids predictable surprises.
HOW TO RECONCILE AND COMMUNICATE BETWEEN STAKEHOLDERS WITH EASY AND CLEAR LANGUAGE.
If you discuss in a group what the strategy exactly means, you get all different answers. Everybody understands it differently. That leads to mistakes. What exactly is expected, what is meant by the different expressions, is often not clear to the people involved. What are chances, what are risks, and other important terms - easily explained.
WHY RISK MANAGEMENT FAILS SO OFTEN TO BE AN EFFECTIVE STEERING INSTRUMENT IN THE DAILY BUSINESS. NOT JUST FOR EXPERTS.
What are the shortfalls and how do we deal with them. Generally, it is always the same and can be overcome easily, should you really want to and see the benefit.
Contact Christoph Schwager