“Do not fear change; fear standing still.”

Lao Tzu


[Change . Complexity . Culture]

Change – by this, we mean any transformation of a state or structure to a new level. From what IS to what SHOULD be. This can take the form of cautious, step-by-step adjustments. Or large-scale, disruptive changes with breaks and fractures. Ultimately, change becomes a regular state that encompasses and influences all thoughts and action.

Complexity – all changes require planning and insight into the interdependencies of all known and unknown dynamics at play. Awareness of the interaction between the hard and soft factors. Knowledge of the increasing interconnectedness and growing interdependence of internal and external factors.

Culture – people can either make changes happen or prevent them. Management that is merely instructive and purpose-driven defines goals and then implements them even if facing resistance from someone or something. But even more is needed in order to transform behavior that IS into behavior that SHOULD be and to make this change sustainable. Corporate culture – both formal and informal – can be seen as an expression of the actual (social) performance of an organization. It determines the framework of willingness to innovate and make changes, to take risks, and the social bonding power between the protagonists and with their company. Seen in these terms, corporate culture and the quality of the social relationships in a company are success-critical factors. Sometimes, there’s nothing harder than the “soft” factors.

Our conviction

One of our firm beliefs is that purely linear, monocausal thinking will only help in the short term. With our “Concept³” philosophy, we always examine problems and solution approaches to make sure that all interactions and interdependencies are taken into account sufficiently. Circular, systemic thinking in terms of cycles, subsystems and causal networks helps here.

And it’s now more than just a way of thinking. “Concept³” exists in its own right in appropriate consulting fields.