For us, future-proofing means working with you today to build up a shared view of your future success factors. Action, not reaction: creation, not administration. And always based on our philosophy of effective consultancy.

In order to develop successfully , each project, each enterprise, and indeed each individual employee needs the power of a vision. Vision is the precondition and the guiding principle for every strategy. It describes the future challenges  for the company, the objectives for an organisation or a department. And we also see  vision as the emotional driving force which is essential to make change possible within your company.

We do not try to develop a vision for you, but develop it in partnership with you! We create a process in which the many different opinions, attitudes and mental approaches can find a platform. The end result is a vision which provides motivation and precisely matches your company.

The road to achieving an effective and powerful vision is provided by a strategy. This may be an overall strategy for your company. However, it could involve different partial strategies, such as for a subsidiary, your sales department, production or your IT function, but always directed in accordance with  the vision.

For developing this, we may ask you questions that  you might not expect in a normal strategy process: Are different departments working appropriately with one another? Do you have goal-orientated organisational structures? What about internal communications or your activities for or with your clients? What about your company culture? When we do this, we want to ensure that while working out your strategy, you also take into account significant aspects which, if not given proper consideration, could lead to resistance within the organisation during its implementation

The process for setting out the strategy was developed by our shareholder and director Professor Bildhäuser. It combines and concentrates  different topics , separating the significant from the insignificant and the very significant, and illuminating the interactions between different areas of interest. The outcome is an explicit description of your strategic goals, formulated accurately and authoritatively.

From this you can derive clearly defined strategic measures. You will define who in your organisation is responsible for implementing such measures, while specifying the date by which intermediate results should be achieved.