VUCA worlds require changeable business models and strategies that are adjusted to them. In the process, humility is the starting point on the path to organisational resilience: it is only when we acknowledge that we cannot predict or plan the future that we are in a position to recognise change as an opportunity. When unforeseeable events become the rule, it makes little sense to use valuable resources on detailed, long-term planning. The communicative aspect of strategic specifications becomes all the more important: strategy is leadership and should therefore be clearly formulated and communicated such that all organisational units can make their own independent contributions. Clarity, simplicity and participation are our fundamental principles for successful strategic and conceptual work.

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People make organisations. We want to encourage everyone to take on this responsibility and to shape the organisation’s fortunes themselves. This is not especially easy. Established and internalised patterns (or organisational culture) get in the way of new approaches and must first be overcome (or transformed). Traditionally, this aspect was positioned as “change management” at the scarcely heeded end of (subsequently often unsatisfactory) change processes. We are convinced that people and culture constitute the framework for all successful change and therefore need to be incorporated from the very beginning. In times of increasing complexity where classical management models have reached their limits, we create the prerequisites for swift action: collective intelligence and decision-making ability at a working level – not rocket science, but it feels like a superpower nonetheless.

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