Be comfortable feeling uncomfortable

The challenge

Decision making process

Fast decisions are, of course, key success factor to any business. In a clssical environment executives need to have field experts with deep understanding and experience providing data and abstracted decision proposals, that they can rely on quick.

One obstacle in gathering valuable decision base relevant information often turns out to be historically grown hierarchy structures with little or no transparency. In other words, the organization often has developed silo tendencies through out the years.

The quick fix approach is rather simple and often executed. External consultancy is brought into the environment supporting management to perform better on decision making processes by collecting/extracting information.
This strategy will help regarding a certain scope and time frame, but is mostly not sustainable, because it does not address the cause of the state in which the business performance resides.



Redefinition of management in todays radical changing world requires executives to let go of the established comand & control paradigm. Instead fostering leadership across the entire organisation is one stratgey which will make companies stay competitive in future.

Management needs to build an environment in which it has the space for its own important decisions. This requires to let go of micro management top to bottom approach. Instead they need to foster an culture of people truly taking a stake and commit to results they want to offer to the business as a whole.

This culture of autonomy is about trusting people to make the right decisions inside their responsibily scope as an experts closest to the source of the challenges.


Mediation is the key

This challenge of silos which casts a shadow on the overall potential of departments becomes a performance optimisation relevant area for companies engaging in the process of improving their business culture and seeking benefits in mid to long term revenue development.

Mediation helps those departments understand and raise awareness for the need of interdisciplinary, technical and organisational exchange.

Filling the gap

The performance of a system is not the sum of its parts. it's the product of its interactions

Russel Ackhoff

My service and add value is to target those challenges by not only extracting, assessing and consolidating information from the departments, but optimise transparency between the stakeholder and raise awareness for the acceptance of the "fellow warriors" perspectives.

By coaching to visualize repectively extending the view of the end-to-end flow of work traveling through the organisations system, we help foster a common understanding of the importance of overall performance dependency on entities interaction

Further more we facilitate cross functional understanding that might already be implemented through agile methodologies on production team management to directorate level and therefore closer to the management.

This overall approach of deconstructing borders of silo company psychology helps optimize business cultural aspects of day to day business workflow management.