A screenplay is not yet a film.
When new strategies, structures or responsibilities are put into practice, I work with managers and teams to clarify the gap between aspiration and reality. This leads to implementation that really works in day-to-day practice.
Workshops and process support for managers and teams when new strategies, roles or responsibilities need to be implemented in day-to-day operations.
The plan is the first step.
Putting it into practice is the second.
In between lies the moment when reality becomes apparent.
What does this decision actually mean in terms of roles and responsibilities?
Which expectations have shifted?
What really needs to change in day-to-day life?
It is precisely this that often remains unclear.
Not because of a lack of commitment.
But because expectations and reality have not yet been aligned.
What seems clear in the vision must first be clarified collectively under real-world conditions.
If this does not happen, decisions and day-to-day practice exist side by side. Meetings drag on. Responsibility remains vague.
And everyone carries on working as before.
That is where implementation loses momentum, and the impact fizzles out.
Once the strategy is in place, things will get a bit uncomfortable.
This is where I work
with managers and teams.
I help bridge the gap between decision-making and day-to-day reality.
Not with off-the-shelf methodologies.
But by focusing on what specifically needs to be clarified.
This creates clarity between aspirations and reality.
And, as a result, implementation that really works.
Get to know each other. Clarify. Take action.
1.
Getting to know &
Clarifying the brief
A clear picture of the situation
In a brief conversation, we’ll work together to clarify
exactly what the issue is,
what has changed,
and where the gap between expectations and reality becomes apparent in everyday life.
2.
Workshop
When plans meet reality
In the workshop, we will look together at the specific implementation situation:
What does the change mean for roles and responsibilities?
Which expectations have shifted?
What decisions need to be made now?
This will provide clarity on what can work in real-world conditions.
3.
Effective cooperation
Implementation that works in everyday life
On this basis, specific agreements for collaboration are drawn up:
clear roles
clear decisions
clear next steps
So that implementation not only gets underway, but remains effective in day-to-day practice.
So what now?
The question that hangs in the air after every strategic decision. And which usually goes unanswered.
A decision has been made.
A reorganisation has been agreed.
A new strategy is on the table.
And then the silence sets in.
Not because nobody wants to say anything.
But because it is not yet clear what this decision actually means.
How far-reaching its impact will be.
What really needs to change in day-to-day operations. It is precisely this moment that remains unresolved in most organisations.
“So what now?” is a half-day session in which we work together to clarify exactly that.
What does this decision actually mean in terms of roles, responsibilities and collaboration?
How far-reaching is the change really?
And what is the next sensible step towards a successful implementation?
No set of methods. No questionnaire. Just a structured workshop offering an outside perspective.
For: Management teams, HR and organisational development following strategic decisions, reorganisations or transitions
Duration: Half a day, on-site or online
Outcome: A clear understanding of what the decision actually entails, how far-reaching its impact is, and what specific steps need to be taken next.
Fixed price: €1,600
When
expectations & reality align.
What changes afterwards.
Decisions become clearer.
Not because everything has become easier.
But because it is clear exactly what they mean.
Responsibility is shared and truly understood.
Expectations are stated rather than assumed.
Meetings become shorter because there is a clear direction.
Teams know who is responsible for what.
Managers know what they are allowed and required to decide.
And implementation doesn’t get stuck in the gap between ambition and day-to-day reality.
That’s no guarantee. But it’s what I observe time and again in management teams when clarity emerges.
Real-life situations.
Clear-cut workshops.
Three typical situations in which I work with teams.
A script is not yet a movie
Translating strategy into collaboration
The strategy is in place.
The direction is clear.
And yet it remains to be seen what this actually means: in terms of roles,
in terms of responsibilities,
in terms of day-to-day operations.
For: Leadership teams and teams following strategy or change processes
Duration: 4-8 hours | online or
on-site
Result: Genuine commitment.
The new ensemble
When leadership and team clarify their interaction.
New leadership changes expectations. Usually without these being explicitly stated.
This workshop brings to light
what leadership expects,
what the team expects
and what is actually possible. Clarity replaces assumptions.
For: Teams with a new manager or changed responsibilities
Duration: 3-6 hours | online or
on-site
Result: Clearly stated expectations. Common ground rules.
Our team,
our film
How do we work together?
Collaboration doesn’t fail because people are less committed.
It’s because expectations diverge or decisions are lacking.
This workshop holds up a mirror to the team. Who are we, what do we need from one another, what do we want to do differently?
For: Teams seeking clarity on roles and collaboration
Duration: 3-6 hours | online or
on-site
The result: A shared vision. And a language to express it.
The cinematic perspective.
I have worked in the film industry for over 20 years.
In that world, a good script isn’t enough.
It is only on set that it becomes clear
whether roles are well defined,
whether decisions hold up,
and whether collaboration works.
This perspective shapes my work in organisations today.
I support managers and teams in aligning their aspirations with reality in such a way that implementation is effective in day-to-day practice.
What do customers say?
"Through his skillful guidance, Jakob pointed us to creative improvement opportunities that hit the mark. His ability to actively listen and encourage a mindset that breaks with old conventions has made a lasting impression on us."
Michael Götz, Continental Reifen Deutschland Head of Technical Vocational Training
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