I am an entrepreneur, business game designer and university lecturer. My formal education includes a master in finance and accounting from University of St. Gallen (HSG) and a certification as coach for collaborative communication. At the University of Applied Sciences Lucerne I am heading the program 'Digital Customer Experience (DCX)' (https://hslu.ch/dcx) and the course 'Digital Business Strategies & Models'. At the University of Applied Sciences of the Grison, I am co-heading the program 'Leading Sustainable Business' (https://www.fhgr.ch/en/study-programmes/masters-study-programmes/business-and-information-science/sustainable-business-development/). My own company runs the https://smart-up.work platform. I am co-organizer of the annual Swiss Lean Agile Scrum Conference (https://leanagilescrum.ch/) and co-founder and partner of the consultant network https://Ocendrop.net My passion is to apply Game Based Design (feel free to invite me to elaborate on what that is :-) for leadership, organizational design, and marketing. Typical contexts are community building, large group interventions & event design, and navigating complexity. I am also member of the coaching and mentoring pool of the University of St. Gallen.

My Mentoring Topics

  • organizational design
  • strategy (understood as a way of thinking about unpredictable contexts)
  • engaging people (customers, employees)
  • community building & management
  • managing crucial conversations / conflict
  • value co-creation (leadership, marketing, partner ecosystems)
  • game based design, gamification, serious games (leadership, marketing, education)
  • event design (open space, conferences, kick-off)
  • virtual and hybrid events (workshops, conferences, training, education)

Wolfgang didn't receive any reviews yet.

Good Strategy/Bad Strategy - The difference and why it matters
Richard Rumelt

Key Facts or Insights from "Good Strategy/Bad Strategy" Good strategy is not just a goal or vision: It is a coherent mix of policy and action designed to overcome a high-stakes challenge. Bad strategy is often characterized by fluff: It uses high-sounding words and phrases to hide the absence of thought. The kernel of a good strategy: It contains three elements - a diagnosis of the situation, a guiding policy for dealing with the challenge, and a set of coherent actions designed to carry out the policy. The importance of analysis: Good strategy is grounded in deep, nuanced understanding of the situation. Strategy as a hypothesis: A good strategy is a hypothesis that needs to be tested and adapted over time. Good strategy leverages advantage: It identifies and exploits existing advantages, and looks for ways to create new ones. Strategic coordination: Good strategy involves creating coordination among resources and actions. Bad strategy avoids complexity: Instead of facing challenging issues, bad strategy avoids them and often substitutes vague goals for clear objectives. Good strategy is dynamic: It evolves with the changing circumstances and constantly seeks to improve. The role of the leader: A good strategist needs to be a good leader, able to inspire others and to make tough decisions. An In-Depth Analysis of "Good Strategy/Bad Strategy" Richard Rumelt's "Good Strategy/Bad Strategy" is a compelling exploration of what constitutes effective strategy and the pitfalls of poorly conceived strategies. Rumelt opens with an essential premise - a good strategy is not merely a lofty goal or vision, but a practical approach to overcoming a difficult challenge. This is the kernel of good strategy, which comprises three elements: a diagnosis of the situation, a guiding policy to tackle the challenge, and a set of coherent actions to execute the policy. This approach underlines the importance of analysis in strategy formulation. Superficial understanding or oversimplification of the situation can lead to bad strategy. The author stresses that a good strategy is grounded in a deep, nuanced understanding of the challenge at hand. He advocates for a realistic appraisal of the situation, even if it means confronting uncomfortable truths. One of the most insightful aspects of Rumelt's work is his view of strategy as a hypothesis. As in scientific research, a good strategy needs to be tested, validated, and modified in response to feedback and changing circumstances. This perspective underscores the dynamic nature of good strategy and the need for ongoing learning and adaptation. Another key insight from Rumelt's work is the role of advantage in good strategy. He argues that a good strategy identifies and exploits existing advantages and looks for ways to create new ones. This can be a unique resource, a favorable position, or a coherent set of actions that differentiate an organization from its competitors. Rumelt also discusses the importance of strategic coordination, which involves creating harmony among resources and actions. This can mean coordinating different parts of an organization, aligning resources with objectives, or integrating various actions to create a powerful cumulative effect. On the other hand, bad strategy is characterized by fluff, a tendency to use high-sounding words and phrases to hide the absence of thought. Bad strategy also often avoids complexity and substitutes vague goals for clear objectives. This avoidance of hard choices and the failure to clearly define and confront challenges is a hallmark of bad strategy. Lastly, Rumelt emphasises the role of the leader in strategy formulation. A good strategist needs to be a good leader, able to inspire others with a vision, make tough decisions, and guide the organization through the complexities and uncertainties of its strategic journey. In conclusion, "Good Strategy/Bad Strategy" provides a clear, practical roadmap for strategy formulation and execution. It emphasises the importance of deep understanding, strategic coordination, continuous learning and adaptation, and strong leadership in crafting good strategy. At the same time, it warns against the dangers of fluff, avoidance of complexity, and lack of clear objectives in bad strategy. The insights and lessons from this book are invaluable for anyone involved in strategic decision-making.

View
Host
Mark McKergow, Helen Bailey

Key Facts or Insights from "Host" The book introduces the idea of the 'host' as a leadership model which is a shift from the traditional 'hero' leadership model. The 'host' model of leadership emphasizes on relationships, engagement, and collaboration. It encourages leaders to create an inviting environment where employees feel welcome and are able to contribute effectively. The book provides six roles for the host leader: Initiator, Inviter, Space Creator, Gatekeeper, Connector, and Co-Participator. Host leaders are expected to master the art of standing back and stepping forward as required. The 'host' leadership model is adaptable and flexible, it can be applied in various organizational environments. It emphasizes the importance of dialogue, listening, and understanding in leadership. The book provides practical strategies and tools for becoming a host leader. 'Host' highlights the importance of fostering a sense of belonging among team members. It provides several real-life examples of successful host leadership in action. Host leadership paves the way for shared responsibility and collective success. Understanding the Concept of 'Host' Leadership "Host" by Mark McKergow and Helen Bailey presents a new model of leadership that significantly deviates from the traditional 'hero' leadership model which often portrays the leader as the all-knowing, all-powerful individual. Instead, it introduces the concept of a 'host' leader - one who fosters relationships, engagement, and collaboration, and creates an environment that is inviting and conducive to effective contribution from all team members. The 'host' leadership model is essentially about taking up the position of a host, much like one would do in a social gathering. This involves creating a space where everyone feels welcomed and valued, and where everyone's contribution matters. The authors argue that this approach to leadership is more suited to today's complex, interconnected and rapidly changing world. The authors have identified six roles that a host leader needs to perform effectively: the Initiator, the Inviter, the Space Creator, the Gatekeeper, the Connector, and the Co-Participator. Each role comes with its own set of responsibilities and requires a certain set of skills. For instance, as an Initiator, a leader sets the direction and gets things moving. As a Gatekeeper, they protect the space and ensure that it remains conducive for productive work. Mastering the Art of Stepping In and Stepping Out One of the key insights from the book is the idea of mastering the art of stepping in and stepping out. This involves knowing when to take charge and when to let others take the lead. It is about striking the right balance between being involved and giving others space to contribute and grow. This is a crucial skill for a host leader and is what sets them apart from traditional 'hero' leaders. Host Leadership in Practice Throughout the book, the authors provide several real-life examples of successful host leadership in action, thereby giving readers a practical understanding of the concept. These examples illustrate how the 'host' leadership model can be applied in various organizational contexts, irrespective of the size or nature of the organization. Fostering a Sense of Belonging Another key aspect of host leadership, as highlighted in the book, is fostering a sense of belonging among team members. When employees feel that they belong, they are more likely to be engaged, motivated, and productive. This is where the role of a host leader as a Connector becomes important - connecting people, ideas, and resources to create a cohesive and effective team. Shared Responsibility and Collective Success The 'host' leadership model paves the way for shared responsibility and collective success. By involving everyone in the process and valuing everyone's contribution, host leaders ensure that success is not just the result of one person's efforts, but a collective achievement. In conclusion, "Host" provides a comprehensive guide to understanding and implementing the 'host' leadership model. It offers practical strategies and tools for becoming a host leader, making it a valuable resource for anyone in a leadership role or aspiring to be a leader. The book's emphasis on dialogue, listening, and understanding aligns well with current leadership theories that stress the importance of emotional intelligence and transformational leadership. I would highly recommend this book to anyone interested in exploring alternative leadership models that are more suited to today's complex and rapidly changing world.

View
The Emergent Approach to Strategy - Adaptive Design and Execution
Peter Compo

Key Facts and Insights from "The Emergent Approach to Strategy - Adaptive Design and Execution" The book emphasizes the importance of an emergent approach to strategy as opposed to a deliberate approach. The adaptive design and execution strategy is presented as a response to the fast-changing and complex business environment. Compo argues that strategic planning can no longer be a periodic activity, but a continual and iterative process. The book introduces the concept of 'Strategic Agility' and explains its importance in today's business landscape. It presents a comprehensive framework for implementing an emergent strategy, which includes the 'Strategic Learning Cycle'. The author insists on the focus on learning and adaptability, rather than prediction and control, in strategic planning. Compo underlines the significance of leadership and culture in enabling an emergent strategy. Case studies and real-life examples are used to validate the concepts and ideas discussed in the book. The book stresses the need for organizations to embrace uncertainty and to view it as an opportunity rather than a threat. It also acknowledges the challenges in implementing an emergent strategy and provides practical suggestions to overcome them. The author encourages the reader to rethink traditional approaches to strategy and to embrace the 'adaptive' mindset. An In-Depth Analysis of "The Emergent Approach to Strategy - Adaptive Design and Execution" "The Emergent Approach to Strategy - Adaptive Design and Execution" by Peter Compo is a groundbreaking book that challenges conventional wisdom on strategic planning and management. The book’s primary argument is that in a world characterized by volatility, uncertainty, complexity, and ambiguity (VUCA), traditional strategic planning approaches, which are linear and static, are no longer effective. Compo's emergent approach to strategy is a dynamic and iterative process that embraces change and uncertainty. It is not about predicting the future and controlling outcomes, but about learning and adapting to change. This emphasis on learning and adaptability over prediction and control is a radical departure from traditional strategic planning. One of the key concepts introduced in the book is 'Strategic Agility'. According to Compo, Strategic Agility is the ability of an organization to swiftly adapt its strategy in response to changes in the external environment. It involves sensing changes, seizing opportunities, and transforming the organization to exploit these opportunities. In the VUCA world, strategic agility is not a luxury, but a necessity. The book presents a comprehensive framework for implementing an emergent strategy. At the heart of this framework is the 'Strategic Learning Cycle', which involves four steps: sensing, interpreting, deciding, and executing. This cycle is not a one-off process, but a continual and iterative process that enables an organization to learn and adapt to change. Leadership and culture play a crucial role in enabling an emergent strategy. Leaders need to foster a culture of learning, encourage experimentation, and be comfortable with failure. They also need to be open to new ideas and be willing to challenge the status quo. The book is replete with case studies and real-life examples that illustrate the concepts and ideas discussed. These examples not only make the book engaging, but also demonstrate the practicality and effectiveness of the emergent approach to strategy. However, the author acknowledges that implementing an emergent strategy is not without challenges. These include resistance to change, lack of clarity, and the risk of strategic drift. But Compo provides practical suggestions to overcome these challenges, such as creating a sense of urgency, communicating a clear vision, and maintaining strategic discipline. In conclusion, "The Emergent Approach to Strategy - Adaptive Design and Execution" is a thought-provoking book that encourages the reader to rethink traditional approaches to strategy and to embrace the 'adaptive' mindset. It provides valuable insights and practical tools for navigating the VUCA world and for achieving strategic agility. It is a must-read for anyone involved in strategic planning and management.

View
The Path of Least Resistance for Managers - Designing Organizations to Succeed
Robert Fritz

Key Facts and Insights from the Book Organizations are seen as 'structures' that can be designed to achieve specific outcomes. The concept of 'structural tension' is crucial in understanding how an organization works. Managers should aim to create 'path of least resistance' that aligns with the organization's goals. Understanding the 'current reality' and 'desired state' is essential in managing structural tension. Structural conflict within an organization can lead to ineffective results. The book introduces a process-oriented approach to management, as opposed to goal-oriented. Leadership skills are not enough; managers must understand and design the underlying structures. Structural tension can be leveraged as a powerful tool for organizational change. Managers must focus on the 'what' and 'why' of their actions, not just the 'how'. The book emphasizes the importance of creativity and innovation in organizational design. An In-depth Analysis of the Book "The Path of Least Resistance for Managers - Designing Organizations to Succeed" is an insightful book that shifts our understanding of how organizations work and how they can be made to work better. Instead of looking at organizations as static entities, author Robert Fritz sees them as dynamic structures that can be designed and redesigned to achieve specific outcomes. This is a profound shift from traditional management thinking that focuses on individual tasks and roles rather than the overall structure. The key concept introduced in this book is that of 'structural tension'. Fritz argues that every organization exists in a state of tension between its current reality and its desired state. This tension is not necessarily negative; in fact, it can serve as a powerful engine for change. However, if this tension is not properly managed, it can also lead to structural conflict and ineffective results. To manage this tension effectively, managers need to create a 'path of least resistance' that aligns with the organization's goals. This requires a deep understanding of both the current reality and the desired state, as well as the ability to design structures that guide the organization towards its goals. This is not about manipulating people or forcing change, but about creating conditions that naturally lead to the desired outcome. This approach requires a shift from goal-oriented management to process-oriented management. Instead of focusing solely on achieving specific goals, managers need to focus on the processes that lead to those goals. This includes asking questions about the 'what' and 'why' of their actions, not just the 'how'. Fritz also emphasizes the importance of creativity and innovation in this process. He argues that traditional organizational structures often stifle creativity and limit innovation. By contrast, a well-designed structure can foster creativity, encourage innovation, and lead to better outcomes. Overall, "The Path of Least Resistance for Managers" offers a compelling new framework for understanding and managing organizations. It challenges traditional management thinking and offers practical tools and strategies for designing organizations that succeed. While some of the concepts may be challenging for those used to traditional management approaches, the potential rewards are substantial. By understanding and leveraging structural tension, managers can create organizations that are more effective, more innovative, and more successful. In conclusion, "The Path of Least Resistance for Managers" is a must-read for any manager or leader who wants to better understand the dynamics of their organization and how to guide it towards success.

View