Transformation is inevitable
Nothing is as constant as change – and yet today we are experiencing upheavals of a new kind: digitalization, AI, and global crises are presenting organizations and leaders with unprecedented challenges.
In times like these, more than traditional consulting is needed:
Sparring on equal terms, clear spaces for reflection, and a willingness to question one’s own patterns are required to enable genuine transformation.

Change Consulting

Change has long been more than just a project—it has become an irreversible reality. Digitalization, artificial intelligence, and global disruptions are presenting organizations and people alike with new challenges.

A pure communication concept is no longer enough. Successful transformation can only happen when strategy, structure, and the people in the company are brought into harmony with each other.

The focus is on
• creating strategic clarity,
• getting employees at all levels on board,
• and shaping change in such a way that it has a lasting and measurable impact.

Request for Change Consulting

Executive Sparring & Leadership Coaching

Executive sparring is aimed at people in leadership positions—people who make far-reaching decisions on a daily basis, are under great pressure, and need to provide guidance while navigating uncertainty themselves.
It is precisely in these situations that sparring on an equal footing is needed:
• Gaining clarity amid complexity
• Receiving feedback that also reveals blind spots
• Developing strength when familiar strategies no longer work
• Having space for reflection – confidential, precise, without role masks

The formats are deliberately clear and exclusive:
• Clarity session (90 minutes) – for acute situations that require immediate guidance
• Intensive sparring (3 months) – closely accompanied, highly focused, effective
• VIP retreat in the mountains – for leaders seeking distance, perspective, and genuine transformation

Request for Executive Sparring & Leadership Coaching

KI & Transformation

The introduction of artificial intelligence is not a technical project—it is a turning point for organizations. Working methods, roles, and self-perceptions are changing fundamentally.
This creates a dual task: introducing technology and getting people on board.

This is where change management comes in:
• Taking fears seriously and providing guidance
• Strengthening leadership to moderate uncertainty
• Developing a culture that promotes trust, willingness to learn, and cooperation

AI is not just a matter of efficiency. It is a catalyst for transformation – and requires clarity, attitude, and humanity.

Request for KI & Transformation

Change Expert

Simone Klinkner

Simone Cortellaro

Als international ausgebildete Diplom-Kauffrau und nach dem Studium der Psychologie erwarb Simone in einem Dax-30-Unternehmen profunde internationale Marketing- & Vertriebs-, Führungs- und Reorganisationsexpertise, bevor sie als Change Consultant und Executive Coach tätig wurde. Sie entwickelt und leitet groß angelegte Change-Management-Programme und coacht Führungskräfte des Top-Managements. Kurz gesagt: Es geht immer darum, die Themen von Menschen und Organisationen zu hören, zu fühlen und notwendige Maßnahmen mit einem angemessenen Kommunikationsstil zu unterstützen. Als Fernsehmoderatorin produzierte Simone Cortellaro ihr eigenes deutsches TV-Format “BusinessLive TV” und kreierte die internationale Produktion Inspire Tomorrow, in der sie Interviews und Gespräche mit Experten und Vorbildern in Management, Technologie und Gesellschaft führt. Darüber hinaus ist Simone Cortellaro Dozentin für Rhetorik an der Universität Mannheim und Aufsichtsratsmitglied in einem Finanzunternehmen.

CHANGE 2 DEVELOP

Tool for company-wide surveys and analyses in the context of change management

Real-time processing of all participants and evaluation of the results

Integration of different change management methods

more about C2D

Pivot Point Theory

In a clearly structured and at the same time emotional development workshop for individuals and teams, strengths potentials of the acting people, but also of the pending or to be adopted issues and an efficient and prioritized distribution of tasks are worked out. At the end, the answer to the question: “How am I or how are we as a team most successful” is in the room.

There are two things you shouldn’t get upset about. First are the things you can’t change – you’ll only use up energy getting upset about matters that can’t be changed. Second are the things that can be changed, because then they are no longer a problem.

Whether they’re negative or positive, effects increase. If I approach issues with excessive self-doubt, my uncertainty will cause me to succeed less than if I approach problems with a neutral or even positive outlook. However, if I succeed at something, I’ll be motivated to take up the next challenge. Nothing is more successful than success.

Even if one should approach things positively according to Point 2, one must not make blind and undifferentiated bets that everything will somehow go well. It therefore helps to think through the worst-case scenario in advance. If there’s a solution available for it, this can only make the situation better; the problem can be tackled in a relaxed manner, which again leads to positive self-reinforcement (Point 2).

  • Managementwissen wird in Workshops strukturiert bearbeitet
  • Inhaltliche und emotionale Themen von Teams werden durchgespielt, gesammelt und neu sortiert nach:
    • Wichtigkeit
    • Herangehensweise
    • Teamzusammensetzung
    • Art und Weise der Zusammenarbeit

Change Inspiration

Interviews

Interviews & Digital Talks with experts and role models from management, technology and society.

Visit Inspire Tomorrow

Change Inspiration

Interviews

Interviews & Digital Talks mit Experten und Vorbildern aus Management, Technologie und Gesellschaft.

Visit Inspire Tomorrow

Blog

Hintergründe und Einblicke, wie Veränderung und Weiterentwicklung erfolgreich gestaltet werden kann.

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