A useful reporting system is worth more than the sum of large numbers of reports. Based on our background and experience, our reporting system is characterized as follows:
- We place the focus of our content on the areas of HR and finances. In particular, we focus on marketing and recruiting figures and indices,
- we have compiled a database on the topics of education and training and use it for benchmarking studies by fields and company sizes within the DACH-Region,
- we have a high degree of experience when it comes to product and process costs, even in our performance catalogs the standard is to include a time-driven activity-based cost approach,
- we utilize statistical-mathematical procedures to examine the connection between cause and effect,
- we combine financial and non-financial performance variables as defined by “integrated reporting” in order to sustainably support strategy implementation, and
- we depict results graphically in dashboards and prepare executive summaries within company-specific CI-concepts.
Project Prioritisation: More Impact by Stopping
Your biggest execution problem is probably not a project that fails. It is one that nobody ends. Project prioritisation therefore starts with an uncomfortable question: which of our current projects would we not start again [...]
Skills Shortage in SMEs: The Dangerous Breathing Space
The skills shortage in SMEs is entering what may be its most dangerous phase for business growth. That sounds paradoxical. After all, only 21% of German companies currently report that a lack of skilled workers [...]
Strategic Workforce Planning: Steering People & AI
Many companies have invested in AI. However, the expected leap in productivity often fails to appear. The reason rarely lies with the technology itself. As BCG shows in a recent analysis of agentic AI, the [...]
Companies in Transition: How To Stay Capable of Acting
Companies in transition are facing several structural shifts at the same time. Trade and investment flows are changing, Europe is building new industrial capacity, and energy security and security of supply are becoming increasingly strategic [...]
Interim Management in Restructuring
In the previous article “Strategy Execution: From Plan to Impact”, I showed that strategy needs different levels of steering. We distinguish between Small, Medium, and Large. Large means a fixed structure. It connects goals, KPIs, [...]
Strategy Execution: From Plan to Impact
Strategy rarely loses impact in the boardroom. It loses impact on the way into daily business. A lot happens between a decision and a result. Priorities change. Decisions are delayed. KPIs show activity but not [...]







