Winter series coming soon

The upcoming Winter series will feature four events about “agility and self organization”. Boris Gloger, one of the pioneers of agile project management, will make the start in early November. The final workshop will be held in January by Harald Kjellin, Professor at Stockholm University. For more and up to date information please visit the event area.

Virtualizing the book industry

This week, on Wednesday (June 8, 2011), Dr. Jörg Dörnemann from epubli will share   stories how a lean web start-up aims at disrupting the book industry.  We kindly invite you to the Berlin School of Economics and Law and join us for this upcoming event of the  Consulting Forum.

The event is open to public and students from all faculties.

For more info please refer to the event’s page.

Experiencing Change in a Global Network

We kindly invite you to the next event of the Berlin Consulting Forum. On May 18, Juliane Neumann and Holger Hauheimer, both with Radical Inclusion, will  speak at the Berlin School of Economics and Law. Among other things, they present the case study of a global network on NGOs wanting to improve their virtual collaboration processes and tools.

The event is open to public and students from all faculties.

For more info please refer to the event’s page.

Summer series is going to start in May!

This summer the Consulting Forum will host two exciting talks about “Virtual Processes & Advanved Collaboration“.

In May, Juliane Neumann and Holger Nauheimer from Radical Inclusion will provide their thoughts and invite students and others to join the exciting discussion. In June, Dr. Jörg Dörnemann, managing director of epubli, a self-publishing platform, will follow up with insights from the book and print market.

More detailed information will be provided very soon. For dates and venues, please have a look at our “Events” section. We are looking forward to meeting you!

The Art of Scheduling

Everybody who has ever dealt with a project knows this situation: in the final phase it gets very stressful, the project manager feels pretty much under pressure and starts adding last second resources. This might solve the problem in some cases. But in most challenging business or IT projects it rather leads to an almost chaotic situation. Our latest presentation shows how to effectively schedule a project and illustrates that digging a hole is an entirely different project than the bearing of a child.  Go to presentation…

The Myths of Change Management

The benefits of organizational change management are well documented, and well understood. The same is true for the methods and tools which are available for planning and communicating organizational transformation. And, if we ask a top manager in an international firm, we will most likely hear, that (s)he spends a lot of money on change initiatives. That is one part of the truth. The other, quite in contrast, is actually organizational behaviour and everyday corporate practice. It appears that senior management still prefers to invest in ad-hoc activities and external consultants rather than developing sustainable structures and systematic processes.

The big question is why we see such an enormous gap between broadly acknowledged importance and poor practical implementation of organizational change management.

At first sight, this gap appears to be a paradox. On second thought, we can put this phenomenon down to current leadership approaches and so-called “rational” behaviour. This is something, which can be learnt from taking a look back into management history and studying similar stories: Management approaches which are quickly hyped up after public announcement, but then take a long and stressful period to eventually prove valuable. Prominent members of this group are quality management, customer relationship management, performance management and talent management.

If management disciplines show comparable characteristics like change management, their lifecycle features analog challenges, setbacks, and frustrations. In the same way, we can search for aspects which finally led to their breakthrough. Doing this, we can identify four common myths in management. Understanding and overcoming those myths can be seen as a major milestone for eventually institutionalizing organizational change management.

Want to read more?
The full article will be published in zfo – Zeitschrift für Führung und Organistion (in German), available from December 2, 2010. For requesting an english copy please comment on this blog post.

When Your Business Knowledge Goes East…


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On November 19, Christian de Neef will speak at the Berlin School of Economics and Law. In his session he will explore the cross-roads of knowledge management, legacy systems, and complex, international off-shoring/outsourcing project management. The event is open to … Continue reading

The risky “what happens next machine”

Would you climb a mountain? Would you jump from a bridge? Would you wrestle an alligator? Do you tend to think in best or in worst case scenarios?

Your personal attitude (as well as the corporate culture) pretty much impacts your risk management approach. In other words, it determines the amount of effort which you are willing to invest in managing the “what happens next machine” (aka each damn business project)!

You can download this week’s “Risk Management” presentation here.