Typical situations

• When a board, committee or leadership team has recently changed in composition
• Before major organisational changes, growth steps or corporate transactions
• When changes are pending, but it is not yet clear what exactly is needed
• When a company needs to move from a strongly founder-led logic towards shared leadership effectiveness
• As a proactive assessment to strengthen strategic clarity, decision quality and implementation power
• When tensions are affecting collaboration or effectiveness

Key aspects

• Strategic clarityAre the strategic priorities clear and shared?
• Decision qualityAre assumptions made explicit and regularly verified? Are decisions made clearly, and is their implementation followed up consistently?
• Roles and responsibilitiesIs it clear who is responsible for which topics, who decides, who prepares, who challenges and who is accountable for implementation? Are the right capabilities in place for the relevant strategic topics?
• CollaborationIs there enough openness, challenge, trust and maturity to avoid sidestepping difficult topics and to address them openly and constructively?
• Translation into leadership and implementationDo strategic priorities show up in communication, behaviour, resources and consequences?

Typical situations

• When temporary relief is needed at leadership level and additional seniority is required on selected topics.
• When challenging situations need to be reviewed and structured from a neutral perspective, and the key decision-making questions need to be identified.
• When decisions, options or next steps should be thought through once more before being carried forward or implemented.

Possible project contexts

I support, among other things, strategic assessments, organisational and governance questions, the strategic alignment of leadership and steering models, and the further development of decision-making and implementation processes.

Especially where, in addition to structured project work, strategic thinking and a business-psychological perspective on decisions, steering and behaviour are needed — because something needs to be newly aligned, led differently or implemented more effectively, and success depends significantly on how people find orientation, take responsibility and move into action.