(Galileo Galilei)

Communication is in our very DNA. However, it is not an end in itself for us. Every adventure begins differently. Organisations have rough edges and flaws and a history that has led them to a certain point. We are not satisfied with the backdrop, rather take a good look behind the scenes. We care about what really happens. We understand business models, have an eye for strategic patterns and an ability to challenge what has become stagnant. We think things through and bring them to completion.


“Anything not clearly defined cannot be recognised either.” Companies and institutions have to do more than master their core business – they must also stand for something and have something to say to their stakeholders. In the constant daily battle for consumer or citizen attention, the sender of a message is the one that decides whether the message is deemed worthy of being perceived. This is true whether the sender is a company, an organisation or a brand. It pays to invest in creating your own profile. It pays to be relevant.

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Organisations change. Sometimes gradually, sometimes radically – sometimes voluntarily, and sometimes under external pressure. The reasons, pace and goals of change processes are different. What they have in common is that people decide about the success or failure of the implementation. People are motivated. But they want to be taken on board. Then they are ready to go even a long way. A convincing story is the basis for success. Communication tells it, influences expectations, and defines areas for development. It helps to bridge phases of uncertainty and take everyone on board.

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It is perfectly normal in an open and pluralistic society for opposing interests to come into conflict with each other. Even though it is sometimes annoying when plans cannot be implemented as intended or when delays arise in projects, hardly anyone would prefer swapping the system in place for a dirigiste one. Such cases call for engaging in debate and fighting for one’s interests. This is accomplished by means of communication.

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In the origin of the term in forest management, sustainability is the principle by which no more wood may be felled than can be grown back.  An equally simple and comprehensible guiding principle. In its practical implementation, sustainability is characterised by lack of substance and contradictions –politically, socially and economically. The challenge is eliminating these negative characteristics. Moving away from parallel issues and into the core business, where sustainability means an investment in future viability and competitiveness. Sustainability then creates true values –environmentally, socially and economically.

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