Management and Leadership

Supporting management teams in dealing with leadership challenges is the focus of what we do.

Today‘s organizations and projects are confronted by ambitious timelines, limited budgets, and high demand for innovation.

That means that the way ahead will be paved with problems and hurdles. Conflicts and breakdowns are an unavoidable consequence.

To master such a journey, you need to be a strong group of people who is willing to fight to make it happen.

What is your situation?

  • Do you and the people of your organization form a powerful community? Are you as a larger group determined to take up the challenge and is this noticeable?
  • Or do you see signs of disunity, disorientation, skepticism or silo thinking?

Companies / Departments

How reality often looks like
Structure and
Dealing with
critical topics
  • Unknown or unclear
  • Is questioned
  • Does not appeal emotionally
  • Not customer oriented and innovative
  • Silo mentality
  • Unclear interplay between units
  • Weak customer and market orientation
  • Hiding behind structures and processes
  • The source of the identity has been lost
  • Fragmentation
  • Unclear what one stands for
  • Disconnect with outside view
  • Problems stay unsolved
  • No one feels responsible
  • Narrow search for solutions
  • Decisions are questioned


Unclear how to contribute to strategy


No collective power


Diffuse appearance to the inside and outside


Problems become crises

Programs / Projects

How reality often looks like
Project plan
and approach
Project set-up
Dealing with
critical topics
  • Unknown
  • Not understood
  • Seen as being unrealistic
  • Too complex
  • Strong tensions between project and line management
  • Unclear roles and responsibilities (project manager, chief engineer etc.)
  • Complains about unproductive meetings
  • Drift towards overengineering
  • More passive than proactive attitude
  • Lack of architectural thinking
  • Belief in "ideal" approaches (e.g. waterfall)
  • Problems stay unsolved
  • No one feels responsible
  • Narrow search for solutions
  • Decisions are questioned

Demotivation and unfocused action

High loss of energy

Bureaucratic processes and Overengineering

Fire fighting and cost-overrun

Involvement as a key to success

How to tackle the issues listed above?

It is crucial that a larger group of people rallies behind the joint goals. This is the focus of our method Leadership Incorporation: Achieving implementation strength by a cascading series of involvement steps.

At first, the core team needs to have a clear view on key topics. Surprinsingly this is very often not the case. Disagreement and lack of clarity on this layer will be recognized by all others in the organization.

Then, on every layer down people need to be  involved seriously. By contrast, one-way communication or mini participation is what we see again and again. Real involvement requires high level of exchange and enough time for sense-making.

The investment into real involvement by using the Leadership Incorporation approach is clearly worthwhile. It leads to a much higher quality of conversation which allows larger groups to develop power and determination.


In our work with clients we put an emphasis on a well-grounded understanding of  what management and leadership really means in practice – beyond oversimplified beliefs and illusions.