Food For Thoughts.

[BLOG.]

Food for thoughts

Blog.

Drawing on over 30 years of professional experience navigating complexity at the intersection of leadership, integrity, and resilience, I offer strategic insights, sharp reflections, and actionable impulses. This blog does not concern itself with trends. It is about identifying what truly matters when the sea gets tougher, decisions become challenging and the stakes are high, and when silence is not an option. For leaders who value integrity, clarity and transparency over noise and impact over vague intention.

Success: Do we have to choose?

Do we have the choices? Yes. Do we have to choose? No. But that’s what they wanted to make me believe for more than three decades. Sport or career or family or free time. What upset me about that? The word „or“.

The Hypothesis Work: Strategists’​ Move

It is indispensable – the hypothesis work – in the perception of responsibility. Regardless of whether it is a matter of developing strategies in the professional, sporting or private environment.

Social Engineering: The (deceitful?) Art of Seduction

We’re still too young for the grandparent scam. We don’t fall for e-mails with strange senders. CEO fraud cannot happen with us. We are only active in the country. The justifications and excuses can be supplemented at will.

Pitfalls In Ethics and Integrity

There are plenty of reasons that even organisations with great intention struggle with integrity issues but there are a few pitfalls which could be eliminated to start with.

Why integrity is about dreams

A practical way to anchor integrity as the roots of integrity goes back to the individual value system of each single person involved in the system we take into consideration.

Unplanned Novel Risks

How you can train your capabilities of identifying novel risk – no matter whether you have to do it as an individual for your family and friends or as a professional for your own business or for the one you take care of?

How to manage the decreasing willingness to comply

Have you ever thought about what “crisis fatigue” could mean in the corporate world? Not only on individual level? What I still see is, the risk of having to many rules to comply with which are not effectively implemented.

Is compliance possible in crisis?

As a result of the current crisis, priorities have been redefined – into the so-called crisis mode of those responsible. Consciously or unconsciously. There is a strong suspicion that this happened unconsciously in many organisations, which increases the risk of misallocation.

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