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What we offer

Tailored consulting services

We support you in individual and/or collective transformation processes, i.e. the key challenges facing senior decision-makers. The primary goal of our support/consulting is to help you and your management team reach a point of (shared) clarity and inner peace in order to successfully master the challenges at hand.

As a premium management consultancy, we do not only work on the basis o ftried-and-tested “classic rational” consulting methods such as workshops, analyses and benchmarks, but can also draw on a much broader range of methods from various disciplines, including systemic coaching, Gestalt consulting and constellation work. In addition, we can also work with you  using integral methods based on ancient wisdom teachings such as mindfulness, ‘Theory U’ and kinesiology, so that our findings and recommendations are more extensively validated and always reliable.

We can accompany you with of over 30 years of experience on all currently known levels according to Spiral Dynamics and thus combine classical and spiritual intelligence, knowledge and wisdom, heart and mind.

Especially in strategic transformation projects, we prefer to work with an integral approach according to K. Wilber. This combines management consulting focused on the collective with leadership development and coaching aimed at individual aspects. We provide you with customized support in terms of content and scope depending on the task and framework conditions.

The integral approach considers four perspectives in equal measure: an internal and an external perspective, as well as an individual and an organizational perspective. This results in four quadrants (see diagram), which should be developed equally and in coordination with one another during the transformation:

Example: the introduction of new, digital business models (a further development in the “bottom-right” quadrant), always requires changes to the type of collaboration and culture (“bottom-left”). Likewise, coordinated developments are necessary at the individual level, e.g. different leadership skills (“top-right”) and new, digital thinking models (“top-left”). This 4-quadrant approach is particularly suitable for defining objectives, diagnosing the current situation and supporting the implementation of a transformation.

Another essential component of the integral model are the so-called development levels: The evolutionary development of the human being takes place in development stages, which are described in so-called level models – among others according to “Spiral Dynamics (R)”. Each development level has different values, attitudes and leadership logics of individuals, but also of collectives, i.e. cultures and organizational forms.

It is essential for the success of a transformation project to recognize a level transition that is necessary for the development of the company – e.g. in the case of digital transformation – and to consciously promote it in this case. This is because every level transition involves a fundamental change in awareness and presents organizations and individuals with major challenges that are often associated with massive resistance. The same applies if levels are too strong or too weak (e.g. “too few orange qualities” or “too much red in leadership”). This must be taken into account in the design and implementation of change processes.

We also attach great importance to an inclusive approach from the outset, i.e. involving as many employees as possible in the design process at an early stage. All with the aim of finding better solutions together and reducing the usual resistance by giving employees the opportunity to help shape the process.

After all, the essential factor for the success of any change is that you as leaders pull together and authentically exemplify what is important in the future. As a rule, this means that you and your management team also have to continue to develop.

Selected case studies of previous projects.
Case study 1:


Strategic Transformation & Restructuring of a medium-sized company


– Set-up and coordination of the project team consisting of internal employees/executives
– Development and implementation of required strategy/business model adjustments
– Design and implementation of a comprehensive reorganization of the company
– Set-up and implementation of an end-to-end process optimization (based on >30 workshops)
– Identification/implementation of significant cost reductions/restructuring in the overhead area
– Identification of over 100 optimization ideas and implementation
– Extensive redesign of HR management processes and the compensation system
– Design and relocation to an office redesigned according to “New Work” principles
– Promotion of a new culture with more trust, appreciation and personal responsibility
– Supporting the negotiation of the aforementioned issues with the works council

– Level transition: from “blue” to “orange” (according to Spiral Dynamics (R))

The turnaround/restructuring program was implemented successfully.
Case study 2: 


Re-organization of a global enterprise according to agile principles


– Senior advisor to a member of the board of directors and the internal OD department
– Review of existing, internally created concepts and documents
– Conducting an interview program with selected top executives
– Alignment of the target organization and management models with best practices
– Design of the new organization (including Product/RT Owner, Scrum, Chapter/Squad)
– Identification of optimization potentials (and their implementation)
– Facilitation of project team and board workshops

– Level transition: from “orange” to “green”.

The reorganisation was successfully implemented.
Case Study 3: 


Cultural post-merger integration of a large acquired entity


– Development of an integral target picture for the (cultural) integration after the acquisition
– Facilitation of workshops for the creation in an inclusive process with the executives
– Creation and implementation of a tool-based employee survey
– Derivation of suitable measures for the cultural integration of the organizations
– Designed a program for the development of leadership competencies (“leading the integration”)
– Conducted several Offsites and many huddles with executives to promote a new type of leadership
– Conduct and facilitate employee-level integration huddles
– Design and implementation of an integration-related incentive program

– Integration of a “blue” into an “orange” culture


The project is in successful implementation for over 12 months now.
Case study 4: 


Digital transformation of a large-scale Business Unit of a global company


– Orchestration of a very inclusive process – from target definition, as-is assessment to definition of digital transformation design
– Conducting and facilitating a variety of content workshops together with the internal core team of 6 members and an extended core team of more than 40 members
– Development of an integral target picture and strategy for the Digital Transformation
– Extensive assessment of the current situation, including broad employee surveys on the basis of the integral target map developed
– Conducting a gap analysis and deriving necessary priorities for action
– Definition of the multi-year digital transformation program with over 40 individual initiatives
– Creation of 1-pagers / project profiles for all individual initiatives
– Preparation and execution of several decision workshops with senior management
– Design and execution of a large-scale leadership development program

– Transition from “red/blue” to “orange/green”


The project has been signed-off by Top Management and is in full-swing implementation.
Case study 5: 


Digital portfolio review for a globally operating company


– Review of the existing digital and IT project portfolio directly for the executive board
– Review of the 30+ largest initiatives for value contribution and strategic alignment
– Conducted a large number of one-on-one interviews and workshops with project owners
– Introduction of a new methodology and new templates for the methodical recording of project value contributions
– Extensive support of the budgeting and planning process for the Digital Portfolio of the following year
– Definition of new portfolio control logic and governance for digital portfolio management
– Redesign of “top-down” project/program accountability
– Intensive CxO interaction

– Transition of a “blue” project governance into an “orange”

The Digital Project Portfolio was approved by the executive and non-executive boards, the new steering/governance has been implemented.