Business Strategy

to People Strategy

Business strategies become reality when culture, people and organizations really are able and want to implement them. In a people strategy, this can be planned in time.

Business strategies change when markets change. Creeping or disruptive. Through digitalization or digital business models, through an acquisition, new customers or Product innovations, internationalization or simply growth.

But does our grown organization and culture actually support the strategy?

Can we get the right people on board? Which new competencies do we have to develop? As a former strategy consultant I am able “read” business strategies and translate them into a tailored people strategy



HR Transformation

Strategic change management hardly demands a function like human resources.  On the basis of a sustainable people strategy, Human Resources can be transformed from administrator to designer and implementer.

How to transform HR itself has been controversially discussed for years.

What is the best possible future organizational setup? There is no such thing as an optimal HR organization! Along the people strategy it can be customized best for any organization.What are the key success drivers of the people strategy? What does the management team itself – what does HR do? What are the core initiatives that HR focuses on? How can the HR basic admin processes be perfectly managed? HR Transformation helps to manage these questions.



Leadership Development

Leadership is nothing else but attitude.

Is that what good leadership has not been the same for millennia?

Are all paradigm shifts in leadership only fads?

What is the truth about new approaches like ‘bold  leadership’, ‘value based leadership’ or ‘ambidextrous leadership’?

Do new forms of organizations with more self-organization elements need a new understanding of leadership?

The demands of human and corporate leadership are becoming increasingly complex and dynamic. Digitization, globalization, virtual teams, generational change, diversity, etc. are really changing the demands on leadership. Business models are changing disruptively. Leaders want to shape, are ambitious, want to leave behind a lifetime’s work. How can an organization find its own way to its own leadership culture? How can one ‘find’ oneself as a leader?


Culture Change

Culture is the music that everyone in an organization dances, but nobody listens to.

“Culture eats strategy for breakfast” said Peter Drucker.

I share this opinion.

Only a deep understanding of the need for change at process/structural, competence and motivation level shows which levers exist for sustainable change.

How mature are organization and culture for change?

Culture development is always part of a broader strategic change project and never works as a goal in itself. The goal is always strategy, structures and culture in harmony. Healthy cultures have transparent decision-making, participation and communication structures. Change projects need classical and agile project management and must bring measurable results.


What I can offer

My own company and professional home since 2015 is Breitenstein Consulting. Here my entire team is available to me as a resource for various job formats

I myself have been a customer of consulting services for a long time and can therefore assess what really makes a realizable value contribution. That’s why it is important to me to only provide as much consulting as the customer really needs and to always look for participative solutions with my team that allow the customer to build up his own competences.

In areas where I do not feel competent, I trust in a strong partner network, which I have been maintaining and building up for many years.