Problem: Initiatives usually remain at the management and consultant level and employees with direct customer contact or relevant “on-site” expertise have a hard time getting involved.

Consequence: There is a lack of important inputs from practice, a lack of implementation resources and the necessary “bridges” to sustainably anchor improvements in the organization cannot be built.

Problem: In organizations, ideas are usually rejected quickly, without tests, against the background of past experience. A single critical remark can suffice for this.

Consequence: Opportunities are missed, employees are demotivated by rejection and the often successful leaps of ideas (pivoting) in startups become impossible.

Problem: Established companies tend to set up large programs to solve complex change problems. A “perfect plan” is often developed at great expense and coordinated with a large number of people. It therefore takes a long time for these programs to be implemented.

Consequence: In the long period of time, external events or internal focus changes lead to an abortion of the program and results remain (which is why a new program has to be planned).