Consulting
(KNOW-WHY-Thinking)
Parallel to the consulting through ilsa - Consulting there is of course also the consulting service from Consideo, e.g. on sustainability in companies and organizations.
Moderation, stakeholder workshops
Basically, even without—but preferably with—a representation of all arguments in a natural language cause-and-effect model, my network and I can facilitate even extensive workshops extremely effectively..
(KNOW-WHY-Thinking)
Parallel to the consulting through ilsa - Consulting there is of course also the consulting service from Consideo, e.g. on sustainability in companies and organizations.
Moderation, stakeholder workshops
Basically, even without—but preferably with—a representation of all arguments in a natural language cause-and-effect model, my network and I can facilitate even extensive workshops extremely effectively..
Culture/change of organisations
An unexpectedly difficult task: creating a culture of reflection. The goal is to make decisions transparent within a company. The cause-and-effect relationships of each decision are mapped out, allowing others to constructively question them, risks become manageable, decisions are made more quickly, and the company learns. This would be quite simple—if it weren’t in our nature to avoid the effort and to not want to make our assumptions transparent.
Transparent decision-making processes and a culture of constructive feedback are key to fostering such a reflective environment. However, it is common for people to rely on intuition or gut feeling, and often the influencing factors behind decisions remain unconscious or are not made explicit. Using methods and tools to document and visualize decisions can help make the reasoning behind them clear and accessible, but it requires a willingness to invest effort and openness to scrutiny.
Ultimately, while the benefits of transparency and reflection are clear—faster decisions, better risk management, and organizational learning—overcoming the natural human tendency to avoid transparency remains a significant challenge.
An unexpectedly difficult task: creating a culture of reflection. The goal is to make decisions transparent within a company. The cause-and-effect relationships of each decision are mapped out, allowing others to constructively question them, risks become manageable, decisions are made more quickly, and the company learns. This would be quite simple—if it weren’t in our nature to avoid the effort and to not want to make our assumptions transparent.
Transparent decision-making processes and a culture of constructive feedback are key to fostering such a reflective environment. However, it is common for people to rely on intuition or gut feeling, and often the influencing factors behind decisions remain unconscious or are not made explicit. Using methods and tools to document and visualize decisions can help make the reasoning behind them clear and accessible, but it requires a willingness to invest effort and openness to scrutiny.
Ultimately, while the benefits of transparency and reflection are clear—faster decisions, better risk management, and organizational learning—overcoming the natural human tendency to avoid transparency remains a significant challenge.
Prozess optimization
With the PROCESS-iMODELER from Consideo, it is possible to map and simulate especially more complicated or even complex processes or projects. Bottlenecks or constraints (Theory of Constraints, ToC) over time become visible, and genuine optimization potentials are revealed.
With the PROCESS-iMODELER from Consideo, it is possible to map and simulate especially more complicated or even complex processes or projects. Bottlenecks or constraints (Theory of Constraints, ToC) over time become visible, and genuine optimization potentials are revealed.
Systemic strategy development
Basically, it is a simple task: first, map the overall context of the company, then at every point ask what can lead to more and what can lead to less, and from this derive the risks and measures. It is then comparable to a Dynamic Strategy Map or BSC, but much more detailed and exploratory. Especially the questioning of possible obstacles leads to insights. Often, it also involves mindsets and roles. Such a model can serve the company as a versatile tool for many years.
Idealized System Design
is a special approach in this context. It does not look at how something can be improved, but rather how something would ideally be if it were detached from everything else, and then systematically develops the currently feasible solution, which is usually far superior.
Basically, it is a simple task: first, map the overall context of the company, then at every point ask what can lead to more and what can lead to less, and from this derive the risks and measures. It is then comparable to a Dynamic Strategy Map or BSC, but much more detailed and exploratory. Especially the questioning of possible obstacles leads to insights. Often, it also involves mindsets and roles. Such a model can serve the company as a versatile tool for many years.
Idealized System Design
is a special approach in this context. It does not look at how something can be improved, but rather how something would ideally be if it were detached from everything else, and then systematically develops the currently feasible solution, which is usually far superior.
Partners, Customers, Applicants
(mostly via Consideo, to all kind of topics like quality management, product development or logistical opimization), e.g.:
42virtual Business Services, 7P Consulting, adelphi, Adidas, Antroconsult, Asian Development Bank, BMW, BASF, Bayer Business Services, Bundesamt für Katastrophenschutz, Bundesamt für Umwelt (Schweiz) Bundeswehr, Commerzbank, CON MOTO, Connager, Daimler AG, Danone, DBU, Deutsche Bahn, Deutsche Bank, Dornier Consulting, Ecologic Institute, Evangelische Altenhilfe, Epotech AG, EU-Energy, European Patent Office, European Environmental Agency, FARA, FEST, Flughafen München, Frank Walz- und Schmiedetechnik, Fraunhofer Institut (IPA), GEDAK GmbH, Gruner AG, H. Brühne Baustoff und Transport GmbH, Hochschule Aalen, iabg, IAV, IBM, IÖR, IM Beteiligungs AG,
42virtual Business Services, 7P Consulting, adelphi, Adidas, Antroconsult, Asian Development Bank, BMW, BASF, Bayer Business Services, Bundesamt für Katastrophenschutz, Bundesamt für Umwelt (Schweiz) Bundeswehr, Commerzbank, CON MOTO, Connager, Daimler AG, Danone, DBU, Deutsche Bahn, Deutsche Bank, Dornier Consulting, Ecologic Institute, Evangelische Altenhilfe, Epotech AG, EU-Energy, European Patent Office, European Environmental Agency, FARA, FEST, Flughafen München, Frank Walz- und Schmiedetechnik, Fraunhofer Institut (IPA), GEDAK GmbH, Gruner AG, H. Brühne Baustoff und Transport GmbH, Hochschule Aalen, iabg, IAV, IBM, IÖR, IM Beteiligungs AG,
Institut für Seeverkehrswirtschaft und Logistik, Institute of Management Technology Dubai, IZT, Janssen-Cilag Pharma GmbH, Julius Bär Bank, KDO Service GmbH, KPMG, div. Kreissparkassen, Microsoft, MIK Slovenija, Ministerie van Justitie, NATO, Nautilus Consultants, Norddeutsche Gesellschaft für Diakonie mbH, Ökotopia Verlag, OTTO, Philips, Plato AG, Pöyry Forest Industry Consulting Oy, PriceWaterhouseCoopers AG, Rationelle Arztpraxis e.V., Rocla Oyj France, RONDO FOOD, Siemens, Steria Mummert Consulting AG, Systemic Futures, Swisscom, Tiba Managementberatung, Travag, T-Systems, Umweltbundesamt, Universitätsklinikum Ulm, George Washington University, Vattenfall Europe New Energy GmbH, Voigt AG, Volkswagen, Wasserversorgung Bad Orb, Watten Wind GmbH, ZEF/Uni Bonn, Zentrum für Soziale Psychiatrie Rheinblick, Z-Punkt, Zweckverband Landeswasserversorgung Stuttgart
u.v.m.
u.v.m.