When we consider change, it is rarely about supporting structures or effective strategies – it is often about ideologies and, quickly, about attitudes, values and behaviours. My latest video trilogy shows how we can shape the future together. (German article)
Insights instead of ideologies: While many current debates are politically polarising, a rational look at value creation and success factors takes us further. This summer, ten analyses have generated the cornerstones for a new “MasterPlan Economic Performance”.
Since the 80th European Forum Alpbach (#EFA25) successfully discussed Europe’s future, we contribute a series of analyses at the interface of business, politics and society – describing a European Future Compass as a consolidated result.
Local realities, industry dynamics, and corporate cultural heritage determine what works in change or DE&I — and what fails. This trilogy shows how to make your strategy truly effective.
There are strong reasons to tailor your culture, DE&I and leadership work to your country or region, or to your corporate cultural heritage. In any case, your sector will also determine what works, and how. Striking a balance is key.
The media wants simple messages. No wonder they promote quotas, harsh statements and glamorous events. Smart, effective DE&I, however, remains underexposed.
Broad co-determination, social justice, peace and equal rights for women, LGBTQ, immigrants etc. – activism has been good for everyone and still triggers resistance. The difference lies in the approach. And in the context.
Diversity is not just bound to global contexts – also its issues and dynamics change over time. This fascinating podcast episode brought together three global, long-term perspectives.
Diversity is known to drive innovation, productivity and market success, and thus increasing corporate performance, and yet has recently come under anti-woke fire. What do financial analyses say about this?
Formerly, DEI Leadership focused on providing ‘the tone from the top’. In an increasingly complex – and polarised – environment, we see a wider need. At the same time, it appears that all too ‘personal’ engagement produces unwanted side effects. Here is what leadership must do.
