Leadership and organization
Your question to the AI is the bottleneck, not the model
When it comes to choosing an AI model, I hear deliberate decisions in very few conversations. Instead, it is either habit or “use the best one” (out of fear that otherwise it won't be “good enough”).
Cultural stagnation: “You & AI” instead of “AI first”
I recently described what using AI without a high level of awareness does: I become less critical and have less access to my creative abilities.
Outsourcing thinking to AI? Think about it
What AI does to our judgment: cognitive debt through AI
Really good at solving the wrong problems
If you are a senior leader, you have probably become really good at solving problems.
Decision Audits: clarity before the decision is made
Many bad decisions come about not because options are assessed wrongly, but because it is unclear what actually needs to be decided.
Do you make good decisions?
Decision-makers in important roles in particular often decide quickly and routinely. What is rarely looked at are the contexts in which these decisions arise.
Meta-systemic, trans-systemic, poly-systemic: what guidance in complex organizations achieves in practice
I was asked what I mean when I say that my guidance is meta-systemic. So I want to describe what that achieves in practice—and why the term alone is often not enough.
Overlooked leadership functions that master complexity
In uncertain times, a form of leadership emerges that is rarely named but is vital to the survival of organizations.
Steering beats structure
In organizational development, we talk a lot about organizational structure (org charts, roles) and process organization (processes, workflows).
Leadership (mis)understanding
Again and again, I see leadership being misunderstood.
Change is not development
In many companies, “transformation” is currently showing. A real blockbuster.
The thing about transformation
Quick to understand. Slow to become.
From communication to leadership design
In recent years, I have moved from hands-on implementation work toward “enabling” (enablement).
Why leadership programs often have little effect
Why leadership programs miss their mark. I regularly analyze programs, models, and job profiles in the context of leadership and organizational development.
Unconscious self-sabotage in companies
Self-sabotage in companies, or contradictory communication: You have surely come across these forms of operational blindness yourself.
Criteria dimensioning: not thought through
We have all experienced it: “product tests” or comparisons fall short and are of only limited use.