“What is wrong, once properly recognized and defined, is already a measure of what is right and better.”

Theodor Adorno


How we work

First, we listen. We’re curious, and we want to understand what motivates you. We have respect for your experience. We’re not tool-bound, and we don’t apply traditional schematic consulting and analysis concepts.

“Interdisciplinary” means that we create suitable sets of strategic, operational, normative and socioeconomic perspectives for the topic at hand. Classic consulting approaches are combined with new methods from the social sciences. Conscious and subconscious dynamics in organizational structures are illuminated along with biographical/historical backgrounds to current facts. A methodically broad capability for analysis and reflection forms the starting point of any insight. We help you to find out what works, why and how. And what does NOT work. We support you in change and transformation – and in making those changes stick!

For many, today’s world is volatile, unsafe, complex and ambivalent. But it’s always been like that. New methods and practices are not required in every single case. In fact, tried-and-tested base strategies remain relevant as long as they are adjusted and modified in line with changed ambient conditions.


Too frequently, we work “in” the system rather than “on” the system. It takes courage and a willingness to change in order to deliberately break away from well-trodden paths. “Unlearning” is more difficult than learning new things. We provide stimuli for this, and we’re happy to stir up the dangerously stagnant philosophy “But we’ve always done it that way!” A company must also be able to learn to forget something.


For a short time, the consultant and coach can take on the role of their client’s “second self”. During this process, hidden factors can be brought to light through reflection and critical thought. It’s a safe space for the coach and client where nothing is taboo. It gives people the chance to see themselves from the outside and others from the inside. The “shadow” is a perfect sparring partner thanks to their professional experience and skills and their methodological abilities.


When trying to determine what was previously “wrong” and what will be better in the future, you do not necessarily need a rigid start and end point. It can help to have a blank piece of paper in front of you – or in your head. Without restrictions imposed by past experience or by a precisely defined vision of the future. What if you could start again from scratch? With no baggage or restrictions? A new vision can unravel in your head and through dialog, without it being simply an extension of what has been done before.


= soft + hard factors

In organizations fixated upon controls and results, the hard factors are always dominant. The soft factors – such as the employees and the quality of their relationships – are reduced to controllable objects as a function of the management philosophy. But there’s nothing harder to get right than soft factors. After all, it’s people who bring about or prevent change. A socio-economic perspective means seeing the social aspect as a condition necessary for a successful company rather than merely as a consequence of business activity. More than ever before. “It’s the human, stupid!”


Sometimes, it’s just a matter of carrying out an urgently required brief. But lasting change must be internalized by the people affected. Ideally, they will discover and develop new potentials when doing so. Or they might gain more self-confidence and personal integrity through their objective self-reflection. In this respect, we always see everything that can change in the context of what is changing. Perception and the ability to reflect are enhanced. Managers who are aware of their values as an internal structure and who live by these values are more fulfilled in both their work and personal lives. This increased awareness forms the foundation for an ability to inspire others.


Good consulting should be based on sound theoretical frameworks. Concepts, core beliefs and tenets that have only empirical support are not sufficiently flexible for diagnostics, since the focus is on tool-based application rather than on diagnostics that are adequate for the complexity at hand and are not preemptively constrained via tools. In addition, there is a risk of blindly following popularly dressed pseudo-theories simply because they’re in vogue. What are really needed are theory-based consulting approaches that derive their understanding of management and organization from all of the business and social science disciplines. The growing complexity of companies cannot be mastered with overly simple concepts.


Rules are the result of individual determination. But not all developments are straightforward and linear. While exclusively rule-fixed structures should not determine action orientation, it would also not be correct to say “the fewer rules, the better!”. And who is responsible for setting the rules, anyway? As a general RULE, everything must be put to the test on a regular basis.


Ultimately, what matters is the end result. A maxim for consultants might be this: “Provide advice in a way that always increases the number of options available to the customer.” As well as formulating a definitive solution in terms of structures, processes and communication, it’s also about the feasibility and practicability of the solution. How do I design a specific path and take my employees along with me? This involves a deep understanding of why and how change takes place. Both system levels of the organization – the person as an individual system and the organization as a social system – are worked upon. We go once the job is done.