Organizational integration

Increased specialization leads to disintegration, unless a conscious effort of integration is present in the organization. While specialization has become a new religion with blind faith put into it, the issue of integration seems to be missed consistently.

Ask yourself the question: what do you do specifically to keep the organization together?

We help you with:

  • vertical and horizontal integration
    • organizational DNA
    • true hierarchy vs pseudo hierarchy
  • cultural integration
    • within global operations
    • m&a
    • global suppliers
    • special leadership challenges in given geographies
  • systems design and transformation
    • design inquiry for business and corporate transformations

Step Zero

Step 0 is necessary before any initiative. Large or small, complex or simple. If the first step is in the wrong direction, all the efforts and of course the end result will be wrong. Then it’s time for Step x+1, which is called rationalization.

Simply put: typically the concept itself is wrong.

This means that

  • the expectations for the outcome are wrong,
  • planning is wrong
  • expectations must be changed or adjusted continuously without any foundation
  • plans must be adjusted continuously to meet wrong and changing expectations
  • nobody knows exactly what they are doing
  • systems and team dynamics decline
  • morale and motivation drops
  • teams fall apart
  • after finishing the initiative, rationalization starts, to explain why what everybody knows is not good, is actually the only possible good outcome
  • cynicism develops
  • corporate perception gap widens

We help insure that the appropriate context is established for the entire initiative, with feedback and feed forward mechanisms for making appropriate changes.

Systems Design

You either control change or you are controlled by change.

We introduce design inquiry to accomplish controlled change towards a Purpose driven organization. Before launching the initiative(s) in partnership with the management team we

  • Develop or prove the concept through facilitation and concrete contributions
  • create a working model of the future system and identify opportunities and risks
  • perform situation analysis in the above context
  • design the path to the desired future using design inquiry
  • create a plan
  • provide support through implementation and through changing the plan


Change has become a victim of a pseudo-science that nobody understands. The foundations are wrong.

Some of my engagements:

  • fixing stuff: teams, managers, structures
  • transforming stuff: views, thinking, cultures
  • starting stuff: why, what and how

How I work: mostly one-on-one. I give perspective and support – not analysis and reports!

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