Internally, the right steps have already been taken:
Conversations have been held, measures implemented, and decisions prepared.

If these nevertheless fail to achieve the desired effect, this stems not only from the complexity of the situation. It also stems from the fact that those involved are too close to it, having thought and decided in certain patterns over an extended period.

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In demanding transitions, a second, neutral assessment therefore becomes crucial, for example, in cases of

• leadership transitions

• generational transitions

• company sales

• ongoing tensions between owners, executive management, or key individuals

• conflicts that significantly impair a team’s productivity

 

Such an external perspective creates distance, makes visible what is no longer clearly recognizable from within, and helps to sort decisions and restore the organization’s ability to act.

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In these situations, I serve as an external, independent mandate holder for a limited period.
The objective is to clarify direction and strategic alignment, reassess decisions, and prepare transitions in a sustainable manner. Operational and professional leadership remains entirely with the organisation; this is explicitly not interim management.