In a world of growing dynamics, complexity, and occasional chaos, organisations need to stay lively, keep learning, and shape their future with confidence.
As organisational developer I help companies build structures that can keep pace with rapid transformation and meet the challenges of the modern workplace.
At the heart of this work are always the people — this principle is non-negotiable for me. It’s about empowering employees to actively shape a sustainable company culture and thrive long-term in a dynamic, digital environment.
For me, there is no “one-size-fits-all” organisation. The ideal structure is always tailored to the company — its culture, its goals, and above all, its people. This journey is an open and customised process.
With my systemic approach, I look at organisations in their entirety and complexity, shaping change from the inside out so that it lasts. This means working on different levels, in various constellations, and with a wide range of formats.
For large and complex projects, I can draw on a strong network of trusted partners.
My approach is agile and participatory: we work in iterations, stay in close dialogue with my clients, and continuously adapt the process to the reality and needs of the organisation and its people.
In today’s dynamic, digital era, organizations must be flexible enough to respond quickly to change.
Rigid, hierarchical structures no longer provide the right framework — they slow things down where agility is needed most.
The modern world of work calls for new organisational models: flexible systems that can adapt rapidly to market shifts, and networked structures that encourage — or even enable — innovation. With agile structures and processes, teams and organizations can rise to the challenges of the digital age and thrive in constant transformation.
But agility is about more than simply dismantling hierarchies or cutting bureaucracy. Agile structures cannot be imposed from above; they must be co-created with the people who bring them to life.
Introducing self-organisation through hierarchy is not a creative paradox — it’s a reliable way to lead an organization into crisis. Structures must fit: the company, its culture, and, most importantly, the people who work within it.
We start by getting to know each other, exploring the current situation, and defining the goals. Based on the KAOS FIT criteria, we agree on how we’ll work together and develop first ideas for the way forward.
We develop an agile process architecture in close collaboration with our clients and design each step of the journey. This means selecting and shaping the right professional interventions, methods, and materials in a creative and focused way.
For larger projects, we build a dedicated "change team" — and, if needed, empower "intrapreneurs" - to drive the transformation from within and ensure sustainable progress.
We guide the development process in agile iterations and use systemic interventions at different levels — through workshops, group facilitation, and coaching.
Regular feedback loops help us reflect together on the process, collaboration, outcomes, and new developments along the way. This agile approach keeps the journey flexible and closely aligned with your real needs, allowing for quick adjustments and meaningful next steps.
In a thorough retrospective we work together to capture lessons learned. We reflect key topics from an outside perspective, offer concrete recommendations, and outline possible next steps.
Our goal is to make ourselves unnecessary. We hand the wheel back to our clients so they can continue the journey on their own.
Developing organisations holistically is complex and requires perseverance, real commitment, and a fine sense of nuance. Especially in demanding development processes, the key to success lies — for me — in building a genuine, trust-based relationship with my clients.
The KAOS FIT criteria support this: they serve as a guide to ensure the right “match” and to design transformation processes that are deeply rooted in shared values.
