Connecting the dots

Patterns shape our world. They can enable but also hinder. Those who know how to interpret and exploit patterns and interdependencies can use them to improve the present. Can invent and implement new and step-changing ways of doing things. Can provide meaning and direction. Understanding patterns and creating connections is one of the essential management tasks of the 21st century – a key competence for effective management in a world that is becoming ever more complex.
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Connecting the dots to form new patterns is often challenging. Habits and anecdotal evidence often drive our decision-making. Small things seem big. Or are made big, while the root causes remain unspoken. Context and connections are neglected, and the seemingly obvious goes unchallenged. Empty buzzwords, hectic conversations and analyses, and the urgency of the next deadline prevent us from identifying the real and essential interdependencies.
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Where do the real levers lie? What is beneath the seemingly obvious? What is cause and what is effect? And what really determines causal relationships in the real context of an organization? Our support takes the shape not only of advice but also research and publication. Together with other researchers and experts, and increasingly also with our clients. Out of curiosity, a sense of responsibility, and the satisfaction of finding success by digging deep. And to enable new insights and perspectives. To learn together and to sharpen our understanding. To integrate valuable (inter)national experience and insights into new solutions and project designs. The main areas of our application-oriented research are management theory, organizational sociology, systems theory, public management, and governance and performance-oriented management.