A New Approach to Global Consultancy

Today's businesses are globally connected 24/7 all year round. The global context of work lets energy flow, broadens a good reputation and secures growth. However, real-life internationalisation processes hardly ever run smoothly. Instead, they often trigger unexpected phenomena.

Therefore, businesses should openly discuss how global business units ought to be controlled and integrated and what internationalisation actually means for the company's identity and internal structures. It takes a new dimension of organisational learning to collaborate globally while responding to local requirements.

Our research covers several aspects of this complex context, each of which are strongly interlinked with one another. The questions we ask are:

Organisational design:

  • What does it take to design the complex interactions within the organisation effectively in a global context?
  • How does a unique identity evolve, which can exist successfully in a global context in the long term?


  • How is it possible to ensure an agile interaction and a sustainable collaboration across diverse units distributed around the globe?
  • What does it take to design a dialog that spans diverging interests, meanings and the common objective of the organisation?


  • Which new understanding of itself and of its role does the management need to give the organisation a sense of direction against the global backdrop?
  • What are the shapes and structures in decision-making processes that foster the organisation's agility?

Taking these fundamental question areas as the starting point we have focused on four key topics in our work.

Reading recommendations on organisational design in a global context

Ruth Seliger and Doris Wietfeldt: Führung in interkulturellen Kontexten (German).
How does leadership change if it acts in global and cross-cultural contexts?

Sabine Zhang: Catching Chinese Fish.
An interview with headhunter Wang Pei about the market of talents in China.

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