We need to break new grounds to steer organizations and projects for getting a better grip and avoiding problems before they arise.
For that we need adaptable mindsets and structures.
It is the most significant shortfall of the 21. century, in our complex and dynamic environment, not to have the necessary oversight and foresight and consequently decide in a suboptimal manner.
We have experienced it way too often: great chances are not realized, problems, risks and blind spots are not seen, forgotten or ignored, bad decisions let companies and projects tumble or even collapse.
We imagine a world in which we have to experience much less of that.
The nutrient to make this possible is to change our view point:
Normally, one sits within a system and looks outside: What happens around us? Forward looking, what is the plan? Backward looking, what is the data? To the left and right side of us, what do the others do? Yet, about oneself, there is nothing that can be learned. Therefore, for a viable future, it is better to step out of the own system and take a totally different view point. Virtually take a helicopter perspective from outside to inside - and with this gain systemic oversight and foresight. Only then do we understand causal networks, chances, risks, shortfalls, levers and their behavior. This is the key for stronger decisions, success and viability.
Leaders who engage in this and realize the advantage will develop stronger, more innovative and viable organizations and experience less problems and negative surprises.
Let us make it possible - together.
The future is full of complex uncertainty, great chances and tragic risks - let us realize the chances and eliminate the risks !
Chose Your Journey
Exceptional oversight and foresight - reduce bad decisions and cost - increase success and viability.
Christoph continues to devote himself to
WHY DO SO MANY THINGS CONTINUE TO FAIL?
"Management by Luck" or effective steering in day-to-day activities. On which basis do we decide. How do we manage our chances, our risks. How certain are we that it works as we want it to work.
HOW CERTAIN ARE WE THAT WE AND ALL OTHERS INVOLVED WALK INTO THE RIGHT DIRECTION?
Do we do the right things. And then, do we do them rightly. Also at the periphery of the system. How do we make it possible not to miss the right moment when to turn, when the road stops in a dead end.
HOW DO WE SHARPEN THE FOCUS, STRENGTHEN DECISION MAKING AND COMPETITIVENESS, EXECUTE STRATEGY?
How we make it possible to divide the important from the unimportant, how to match the views of the involved stakeholders, reduce organizational silos and enable focussed activity. How does a "helping people to help others" look like.
WHY DOES RISK MANAGEMENT FAIL SO OFTEN TO BE AN EFFECTIVE STEERING INSTRUMENT IN THE DAILY BUSINESS?
What are the shortfalls and how do we deal with them. Generally, it is always the same.