Change Enthusiast & Provocateur
Since 2000 I have been supporting individuals, teams and organizations in times of change. I conducted scientific research in Oxford and applied research in organizations. To speed up my learning and increase my impact, I initiated the Cooperative Change Group and currently act as CEO.
I am frequently asked to share my experiences and provide stimuli for new ways of acting. It is a pleasure to speak about:
# Change the Way We Change
# Leading Change
# Managing Change
# Communicating Change
# Agile Change Management
# Agile Strategy Development
# Culture change that sticks
Any profound change can only be successful if all those involved understand the reason for the change and work in the same direction together. Purpose, direction and speed are at the core of the change wheel because they provide orientation and motivate people to leave their comfort zone.
Alone, without support of colleagues, no one has ever achieved anything great. Profound change, in particular, can only be achieved by a joint effort of motivated people who cooperate constructively.
I have initiated the Change Workout series and platform in order to bring together change professionals, share our views and challenge our performance as a profession.
In a complex situation, a traditional change management approach cannot lead to success. When variables and interdependencies are unknown, an iterative approach with self-organized teams driven by a common purpose is the solution. I am happy to share my learnings after five years experimenting with an agile change management approach.
We cannot stop digitization and we certainly should not. But we can and should influence the development and use of digital products and services. At CCG we experiment intensively with the use of digital tools for analysis, planning, dialogue, collaboration and leadership because digital tools need to become mainstream in change management. We assigned two master theses on digitization programs and conducted a Change Workout Event to share our experience.
I spent a week in the Silicon Valley and, in addition to visits of IDEO and Stanford, I discussed the application of the Cynefin framework to the navigation of complex change with Dave Snowden. His views challenge many assumptions of mainstream and systemic approaches to change. For example, formulation of a vision and definition of a strategy with milestones make little sense.
I believe in the visualization of the different facets of a change with the change wheel and adjusted its core to newest findings on brain research, complexity theory, agility and new work respectively teal.
I am proud that, together with my teams, I could help these organizations and their employees with their change efforts:
Audi I adidas I Arcadis I Arcandor I Avacon I BSH I Beiersdorf I Bechem I Bundesagentur für Arbeit I Bilfinger I BKK Essanelle I BMW I Brenntag I Carl Zeiss I Cooperative Change Group I Condor I I Daimler I Daimler TSS I Deutsche BahnI Diehl Aerosystems I Danone I Dräxlmaier I Dräger I E.ON I EWE I FHDW Paderborn I Giesecke&Devrient I GreyLogix I HEV Heimwerkermärkte I Hochschule München I Hochschule Kempten I Horváth & Partners I Infineon I Insight Technology Solutions I Intervet I juris I Knorr-Bremse I Leitwerk Consulting I Münchener Hypothekenbank I OSRAM I Oerlikon I OBI I ProSiebenSat.1 I Rottal Terme I Roland Berger Strategy Consultants I Ruhr-Universität Bochum I Siemens I Schaeffler I Sony I Sky I S-Bahn Berlin I Stadtwerke München I thyssenkrupp I Telefonica I Universität Wuppertal I Vattenfall I Wirtschaftsverband für Industrieservice I