Leadership in a
Volatile and Interconnected World

Images and concepts of leadership are changing. The radical changes of the last few years call for a reorientation and redefinition in many areas. Many things that we have long taken for granted need to be reconsidered and reevaluated. The temporal encounter of different social movements creates an unpredictable, volatile terrain for companies..

We are seeing a shift away from the mechanistic view of the world with its assumptions about organisations as well-oiled machines in a predictable environment. In today’s linked world, in remote mode and in Industry 4.0, other logic applies

Current Topics for Leadership

  • Understanding the new “normal” of leadership between crisis and paradigm shift, incorporating contradictions and states of limbo.
  • Rethinking one’s own business model.
  • Aligning communication and cooperation with increasingly asynchronous work.
  • Finding new ways to participate and make decisions while staying ahead of the game.
  • Increase appeal as an employer and create a culture of trust – ensuring that employees not only come, but also stay.

A systemic view of organisations is a practical and useful approach to finding answers to current questions and challenges.

What do we need more of in the future?

Leading Business – complete focus on the core tasks of the organisation

Leadership has both in mind and in the works: on the one hand, the markets, the business, the value creation processes. And on the other hand, the effects of these activities in society. On the other hand, the impact of these actions on society. Purpose, mission, meaning and future raison d’être of the company. In the wake of the climate crisis, these aspects have become even more relevant.

Rigorous external perspective: Boldly questioning familiar approaches to solutions. It is not a question of tossing everything out. It is about examining what is needed now in order to move into the future powerfully. How are other companies finding their way? How do others develop their business models? How do they deal with customer expectations or technology? How can this affect performance or decision-making processes?

Shaping learning

The pace and complexity have increased. Now leaders need a keen eye for what can be learned where in the organisation. Leadership development makes transformation processes effective, the joint design of change develops leadership. Human resource and organisational development go hand in hand.

Leadership is not the same as the sum of the leaders

Seeing leadership primarily as an individual, personal achievement has long fallen short of the mark. Leadership is a collective achievement. It happens wherever decisions are made, where frameworks are set, where new things are created and spaces for reflection are created. It creates structures so that employees can take on responsibility.

Organisational Leadership

Leadership shapes communication and collaboration with a focus on the core task of the organisation. It ensures the development of successful business models and value chains. The business controls the organisation and vice versa. For this, leadership creates structures that enable connections within the organisation and to relevant environments.

Communication and collaboration are THE crucial skills of the future

Agile, New Work, VUCA, Ambidextry, Distributed Leadership, Positive Sciences – these are more than buzzwords and trends. The limits to which our previous actions have taken us, call for new forms of cooperation. Away from diversity and towards true inclusion.

When it comes to leadership, we are your partners for:

  • 1:1 sparring
  • Working with management teams when difficulties arise or reorientation is imminent
  • Accompanying change and transformation processes
  • Designing structures for leadership development
Organisational-management-design, Lothar Wenzl

These are the substantial issues that already concern all board members

  • The climate crisis: it is undeniable and has fully reached the economy and society. Every company must quickly find a stance on this..
  • Digitalisation: It is no longer possible to prepare for it, it is already an integral part of our everyday lives. As a company, you have to accept these new dynamics and adapt your own processes.
  • Home office: Whether you think it’s good or bad, it’s part of the future working world. Some experts will only become part of your company if you let them work from home.
  • Lack of resources: Bottlenecks in supply chains are becoming more and more frequent due to political or environmental situations. A more agile approach to strategy and processes is needed here.
  • Skill shortage: Employees are less and less dependant on just one company. It is also much easier to relocate to another country. Therefore, companies are now challenged to remain attractive for skilled workers.

Inspiration and knowledge
for beautiful organisations

Let’s talk about change

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