for an Agile Organization and Executive Teams

A surprising number of organizations are running on autopilot. No strategic objectives and lack of systematic work in this area hold leaders at risk of burnout on one side, and significant organizational underperformance on the other side.

I support leadership teams in three key areas, ambition, strategy, and change management.


Did you know that lack of purpose is one of the most important reasons for burnout among executives and leaders? The purpose, or simply why the company exists and what is trying to achieve is the most omitted thing in the organization. "We know what we do and we are professionals in it", falsely believe many top executives. Nothing can be farther from reality in today's dynamic and changing world. The work is often reduced to attempting compliance with some KPI, and no one remembers where they originate from. When a crisis appears, the organization suddenly realizes it lacks responses to basic questions related to its very existence.

  • My role is to challenge the status quo. Bring back the table essential business-related questions I help leaders uncover a plethora of new possibilities.


Strategy is often a neglected part of the business. "Our strategy is clear for years" I often hear among managers. Unlike general belief, strategy is a living topic and must be considered or referred to almost every day. Once the aspiration is resolved, the leadership team faces two cardinal questions: Where to play?, and How to win?

  • I am facilitating the discussion about the formulation of the strategy. Its multidimensional parameters must include customers, business environment, and capabilities, but also aspects of company culture and engagement of the people. In the end, a strategy created in cross-company collaboration always triumphed over the one drafted from the table of a lone exec.

  • I am further bringing to the table my opponent's view. I challenge organizational thinking about "common things" and help create new out-of-the-box solutions.


There are multiple techniques to deliver and implement change in organizations. Some work better in a given context. However, two in three change initiatives fail. Often as a result of omission or bad preparation for important technical, cultural, and human aspects of such change.

  • My role is to help managers identify key aspects of the change, facilitate the actions, and support stay in the course of change.

Related Articles:

  • Lack of Ambition! An article highlights one of the omnipresent aspects of strategy in SMEs. (at LinkedIn)