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What our clients say
“I happily recommend Thomas for any large-scale organizational change management assignment based on his long-standing experience with intra-organizational psychological dynamics of large, internationally distributed teams, his way to drive results, his hands-on attitude and his excellent troubleshooting skills, bringing together people who would otherwise be unwilling to cooperate.”
“Thomas is a highly energetic productive maker who can recognize the opportunities of any given situation, creating from it the best possible result. He excels in assessing, developing and challenging personalities. His diverse experience is an asset to any project.”
“What helped us most is that he’s more than able to see the big picture, easily recognize complex relationships and thus provide for sound solutions for problems of any kind as a highly committed, competent troubleshooter.”
“By introducing decidedly disruptive innovation at our institute, including the radical shortening of our time expenditure, our turnaround times were reduced by 80%, helping us form a very clear competitive advantage – an integral part of our rigorous digital transformation.”
“I would warmly recommend Thomas to any business facing major situations of change. Above and beyond, it has been a pleasant experience to have such a dedicated expert with us who managed to surprise us with his knowledge.”
“What stood out in Thomas aside of his particular skills, was his attitude and demeanor. Being insightful, compassionate, broad minded, diligent and practical, he puts forward his best effort into whatever project or assignment.”
“Quickly and efficiently helps integrate and get to the same table subject matter experts of all fields who would hardly find common grounds to exchange internal knowledge without Thomas’ compelling, persuasive influence.”
Why change if everything’s perfectly alright.
A classic statement the majority of -unconsciously misinformed- managers comes up with when confronted with change. Most prone to this effect: people in leading positions with little to no grounding, i.e. lack of situational reflectiveness and market awareness, causing a toxic working environment based on internal competition, mobbing and fear of job loss. It's an unfortunate yet typical cycle: managers in such settings won't receive objective, fact-based information on the state of their business from yes-men fearing to be replaced. As a consequence, they can't see any need to responding to changes on the market, their business environment and disruptive changes linked to their own industry. Inevitably, this leads to wrong strategic decisions not corresponding to actual strategic requirements towards market, competition, staff, resources and, of course, stakeholders. And this, ultimately, changes everything. This is how even the strongest organization can be hazarded from within. That's why change is a necessity.
- No one induces change "for fun". It's a necessity to stay competitive.
- Most organizations deal with change. Those which don't quickly fall back.
- Change is the only way to continuously balance & stabilize organizations.
Why change? Change doesn’t need to be radical. Sometimes it has to, but most of times, it’s smarter to keep it moderate and incremental. No change, on the contrary, will inevitably lead to radical consequences and dramatic (if not traumatic) results. – An avoidable scenario. Having […]
5 criteria to spot the right change manager While there’s a lot of self-proclaimed prime strategists out there in the management consulting industry, only few of them really are. And a time-consuming quest for those needles in the haystack isn’t exactly what you’re up for […]