Stage 1
Web Presence
Information about the company and its products is available online — as pure presentation. Internet topics sit with classical departments and are managed on the side.
How I develop digital initiatives strategically and lead them operationally.
Strategy is a process. Dynamic, iterative, different in every company. What unites strategies is a simple three-step movement: analyse the situation, choose a strategic direction, execute measures with focus.
What distinguishes them is the substance you bring — your strengths, your market position, your willingness to commit. Successful strategies are original to the company: the result of careful observation and a considered response.
As detailed in my book — and applied in every mandate since.
A four-stage model for self-assessment — before we discuss measures, we clarify the starting point.
Information about the company and its products is available online — as pure presentation. Internet topics sit with classical departments and are managed on the side.
Sales-oriented online channel. E-commerce works as its own department or matrix — usually partly synchronised with the company strategy. An additional sales channel, run as its own line.
The e-commerce strategy is embedded in the company strategy. Specific processes are in place; digital value creation extends across multiple stages — procurement, logistics, service.
Digital value creation has reached all areas. The business culture is digital. Decisions are made data-driven. Digital renewal is initiated or complete.
When I take on a mandate, I work on four levels from the start — as the mode in which I think and act.
I first clarify the direction — which strategy the initiative pursues, which priorities follow, which decisions are made. Only then do I build the steering logic: reporting lines, roles, decision rights, interfaces to the line, handover points. This creates resilience, beyond the org chart.
I think from the market and the business model, as well as from the system. Which logic carries the initiative, which sales channels serve it, how do margins and value creation change. These are steering parameters with operational effect. Plus the view for new business fields and investment logic.
I read the constellation of those involved before deciding. Who drives, who slows, who was overlooked, where loyalties and conflicts lie. This is the foundation of resilient work. An initiative succeeds when the actors can work together.
I understand the platform, the architecture, the interfaces, the data flows — as far as needed to make decisions with substance. On equal terms with those who handle the detail, I can place their arguments in context and connect them with the business logic.
Four levels move in parallel. My mode is constant movement between them — often all four within the same hour.
What lies between the levels and remains after me. In every mandate I pass on methodology where it is missing — ways of working, templates, handover discipline. It is coaching in the broader sense: as a by-product of daily collaboration. What stays becomes part of the shared substance.
A second movement across all four levels — a discipline that touches every initiative. With measured judgment. The use case comes before the tool.
I form a picture of the situation — the platform, the people, the previous decisions, the unclear places. Sensing continues throughout the mandate — some places become visible only when you are already working.
Assumptions named and tested — with the client, the team, the providers. Where a plan reaches its limits in this form, I name that openly and search together for what carries. Clarification runs with the mandate.
I drive forward, I work with the team, I take line responsibility where it must be taken. At the pace the matter requires, with the clarity the team needs.
Discipline from the start. Structures, responsibilities, routines are clear enough that the team continues independently. The handover decides whether a mandate holds.
Recurring phases that interweave — free in their order.
When I take on a mandate, I take on a line. People responsibility for the operationally involved team, budget responsibility within the scope of the task, results responsibility toward the client. I decide, I carry the consequences of my decisions, I am measured by what stands at the end.
This form differs fundamentally from classical consulting. In consulting, one delivers recommendations; the client carries the implementation. In my role, execution is the mandate. I make decisions with immediate effect — and I am measured by their result.
This form holds through mutuality taken seriously — the client actually transfers authority and fills it with responsibility, and I translate that responsibility into operational impact.
Direct, confidential, clear. The first conversation is non-binding.