Right now, CFOs are putting the final touches on the 2026 budget structure — aligning financial priorities with what the business must achieve next year.
At the same time, CEOs expect these priorities to translate into real actions that drive both short-term results and strategic progress.

And that’s where the friction begins.

Functional leaders are asked to mobilize resources, redesign processes, and deliver outcomes — often on top of already stretched day-to-day responsibilities.

Most of my assignments over the years have come exactly from this gap:
👉 resources not available,
👉 capabilities not sufficient,
👉 execution not moving fast enough.

What I bring as an external Transformation / Execution Lead is simple but powerful:
✔ Focus on what actually drives value
✔ Clarity in objectives, roles, and decisions
✔ Tight cross-functional coordination
✔ Hands-on intervention when things stall

The result?
Initiatives that deliver — and financial goals that stop being wishful thinking and become reality.

💭 Think about your past performance in executing priorities and strategic initiatives:
Which lessons did you take away?
And what will you do differently this time?

I wish you and your business all the best — a strong, successful 2026, and the right decisions to help you achieve every goal you set.

If the situation I describe sound familiar—and you’re unsure what the next step should be—let’s connect. I help executive teams create clarity, focus, and momentum in complex transformation environments.

„Alle Standorte bleiben erhalten, wir bauen keine Jobs ab, keine Rolle wird verändert – wir machen erstmal so weiter.“
Habe ich alles schon gehört. Manche CEOs glauben, dass sie mit Zurückhaltung und Beschwichtigung die Wogen glätten. Doch in M&A-Szenarien oder Carve-Outs ist diese Haltung fatal.

⚠️ Die Folgen, wenn man an Day 1 nicht ehrlich kommuniziert

• Erwartungsbrüche & Enttäuschung: Mitarbeitende merken schnell, dass unter der ruhigen Oberfläche etwas passiert – und fühlen sich manipuliert.
• Flucht der Besten: Talente mit Optionen nehmen früh Abschied, bevor sie sich der Unsicherheit aussetzen oder sogar an ein strategisches Desaster binden.
• Kultur des Misstrauens: Vertrauen ist rasant verspielt. Wenn es erst einmal verloren ist, wird jede weitere Ankündigung extrem kritisch betrachtet.
• Deal-Risiko steigert sich: Wenn Mitarbeitende abschalten, sinkt die Produktivität – und Synergien bleiben unerreichbar.
• Management im Fokus: Stakeholder sind ungeduldig. Wenn Unruhe ausbricht, steht automatisch das C-Level auf dem Prüfstand.

Best Cases in der Literatur und Praxis zeigen: Schlechte Kommunikation am Tag 1 gehört zu den größten Fehlern bei M&A. Die PMI-Experten von GPMIP nennen explizit unterlassene oder verspätete Day 1-Kommunikation als Ursache für Desintegration, Mitarbeiterfluktuation und Integrationshemmnisse.

Was also tun?

🛠 Wie man Day 1 anders gestaltet – und Momentum erzeugt

1. Offenheit statt Beschwichtigung

• Erklären Sie, was sich ändert, was möglich ist und wo Unsicherheit besteht.
• Transparenz über Planungsstadien hilft, Gerüchte zu vermeiden.
• Auch wenn manche Details noch unklar sind: Kommunizieren Sie die Logik, die Intention und die Phasen.

2. Neugier & Partizipation erzeugen

• Binden Sie Mitarbeitende aktiv ein: Workshops, Feedback-Runden, Ideensammlungen
• Fragen Sie: „Was müsste sich verbessern? Wie sehen Sie Ihre Rolle in Zukunft?“
• Wer mitgestaltet, identifiziert sich eher mit dem Weg.

3. Perspektiven fürs Individuum betonen

• Weniger: „Wir werden effizienter werden.“
• Mehr: „Ihr könnt mehr Wirkung entfalten.“
• Fokus auf Entwicklung, Verantwortung, Wachstum in neuen Rollen.

4. Schnelle sichtbare Erfolge (Quick Wins)

• In den ersten 30-100 Tagen kleine Maßnahmen umsetzen, die echten Nutzen bringen
• Zeigen Sie: Der Wandel bringt nicht nur Last, sondern auch Gewinn – auch für Mitarbeitende.

5. Verstetigung über Rhythmus & Feedback

• Jour Fixes, Status-Updates, Feedbackzyklen
• Transparente Dashboards über Fortschritt, offene Punkte, Maßnahmen
• Wenn der Takt ausbleibt, verklingt das Momentum schnell.

6. Der Beitrag eines Transformation Managers

• Er fungiert als Moderator, Übersetzer, Strukturgeber
• Er stellt sicher, dass Kommunikation in allen Ebenen synchronisiert ist
• Er errichtet Feedback-Kanäle, steuert Widersprüche und überwacht Commitment
• Er schützt das Management vor Mikromanagement und unterstützt konsequentes Nachhalten

Kommt Ihnen das bekannt vor?
Wenn Ihre Organisation bei einem Zukauf oder einer Restrukturierung Kalrheit in der Kommunikation benötigt oder Sie spüren: „Irgendetwas brodelt“, dann lassen Sie uns sprechen.
Ich helfe Führungsteams, ehrlich, strukturiert und kraftvoll Day 1 zu gestalten und damit Vertrauen, Fokus und Transformation zu sichern.

👉 Folgen Sie mir hier und auf LinkedIn für praxisnahe Impulse rund um Transformation, PMI und Führung.

Mehr Kapazität – oder einfach mehr Leadership-Struktur?

Neulich im Gespräch mit einem CEO: Er wirkt überlastet.

„Transformation, Tagesgeschäft, Reporting – alles landet bei mir. Jeder will eine Entscheidung, jede Analyse braucht mein Okay. Ich sitze in fünf Steering Committees. Vielleicht brauche ich einen COO?“

Das könnte eine Option sein.
Aber in vielen Fällen mangelt es nicht an Kapazität – sondern an Struktur.

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Was wirklich hilft:

💡 Leadership – Erwartungen klar formulieren.
Nicht alles ist CEO-Thema. Wenn das Team Verantwortung übernehmen soll, muss es wissen, wo seine Grenzen – und seine Freiräume – liegen.

💡 Walk the talk.
Was delegiert ist, bleibt delegiert. Keine Rückdelegation durch die Hintertür.

💡 CFO in die Verantwortung nehmen.
Systemintegration, Reporting, Datenarchitektur – das gehört in die CFO-Rolle, wenn kein CIO vorhanden ist.

💡 Nur ein Steering Committee.
Alle Projektleiter treffen sich in ihren eigenen Foren. Das SteerCo diskutiert Optionen und Entscheidungen, keine Details.

💡 Decision-Memos statt PowerPoint-Schlachten.
Standardisierte Vorlage: Situation – Alternativen – Bewertung – Empfehlung.
Damit wird das SteerCo zu einem Entscheidungsgremium, nicht zu einem Debattierclub.

💡 Meeting-Disziplin.
Nur wer beiträgt, sitzt am Tisch. Der Rest darf endlich wieder arbeiten.

💡 Team-Review.
Bevor neue Rollen geschaffen werden: Habe ich die richtigen Leute an Bord?
Wenn nicht – qualifizieren oder ersetzen.

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Und was oft vergessen wird:

🔹 Governance first. Ohne klare Entscheidungslogik bleibt jede Transformation ein Dauermeeting.
🔹 Entlastung durch Programmmanagement. Externe Struktur kann Managementbandbreite schaffen, damit Entscheidungen wieder auf Daten – nicht auf Hektik – basieren.

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Wenn Sie das Gefühl kennen, dass alles bei Ihnen zusammenläuft – dann ist das ein Signal, dass es Zeit ist, die Organisation fit für Entscheidungen zu machen.

“Why do smart companies make dumb mistakes?” Too often, it’s not the market or the competition that derail transformations—it’s the way decisions are made inside the business.

Two silent killers stand out:

• Confirmation bias — leaders favor information that supports their assumptions, ignoring or rationalizing away contradictory data.
• Organizational fear — employees avoid speaking up because they fear rejection, career risk, or being labeled as “not a team player.”

Put them together, and you get a toxic loop: dissent is muted, flawed assumptions persist, and transformation programs stall—or fail.

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Real-World Examples

Nokia: The Curse of Agility

At its peak, Nokia dominated mobile phones. But a study by the University of Jyväskylä & Aalto University found that leadership clung to its aging Symbian platform even as evidence mounted that it was no longer competitive.

• Internal warnings about usability and developer attrition were downplayed.
• Competing OS initiatives were underfunded or delayed.
• Leaders believed brand power alone would carry them.

Organizational fear kept critical voices muted. By the time the company acknowledged reality, the market had moved on. Nokia’s dominance evaporated almost overnight.

Revlon / Elizabeth Arden: ERP Gone Wrong

After acquiring Elizabeth Arden, Revlon consolidated onto a new SAP S/4HANA system. The strategy promised synergies and efficiencies. The reality? Disrupted production, missed orders, reputational damage.

• Early warnings about process mismatches were ignored.
• Leaders underestimated the complexity of training and adoption.
• Confirmation bias told management “we’ve done ERPs before, this will be straightforward.”

The fallout was severe: financial losses, lawsuits, and a tarnished brand.

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Why This Matters in Transformation

In high-stakes programs—post-merger integration, carve-outs, ERP rollouts, or restructuring—speed and clarity are everything. But:

• Unchecked assumptions → blind spots that waste time and money.
• Delayed recognition → much higher costs to correct later.
• Fearful silence → risks hidden until it’s too late.
• Eroded trust → when programs fail, stakeholder confidence collapses.

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What Leaders Can Do (Playbook)

Confirmation bias doesn’t happen overnight. It creeps in. Quietly. And by the time you notice, your program is already drifting.

Here are the early warning signals I encourage leaders to watch for:

🔸 One-sided data decks — the upside shines, but the risks are buried.
🔸 Silent rooms — no dissent, no debate, no fresh thinking.
🔸 Premature “success” stories — big declarations, thin evidence.
🔸 Ignored red flags — rising churn, cost creep, or delays excused away.
🔸 Hero projects, no Plan B — when alternatives are dismissed out of hand.
🔸 “We already knew that” syndrome — surprises reframed as expected all along.

Always watch the room: If Management stops hearing bad news, the bias is already at work.

And here’s how to break the bias–fear cycle:

• Force contrarian data in → red-team reviews, devil’s advocates, “kill the idea” sessions.
• Make dissent safe → leaders ask “What are we missing?” first, not last.
• Pre-commit to tripwires → define signals in advance that trigger reassessment.
• Capture evidence → decision logs showing what was considered, what was ignored, and why.
• Pilot before scaling → learn fast, adjust, then roll out.
• Lead by example → senior leaders admitting uncertainty and course-correcting openly.

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My Perspective

As someone who designs and leads transformation programs, I’ve seen these dynamics play out many times. The lesson is clear: awareness alone isn’t enough—you need structured safeguards that make it hard for bias and fear to take over.

The companies that succeed aren’t the ones that avoid mistakes entirely. They’re the ones that spot them early, course-correct quickly, and keep the organization aligned and engaged.

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If this resonates, and you want to shape your program—or just exchange ideas— drop me a message either via email diethard.engel @ de-mcs.de or connect with me on LinkedIn.

I’ve SEEN it many times. Great companies FAIL because they put the WRONG PEOPLE on the MOST IMPORTANT JOB.

Your managers? FANTASTIC at running the business. But TRANSFORMATION? Totally different game. ONCE-IN-A-DECADE. HIGH STAKES. Needs EXPERIENCE. Needs WINNERS.

If you staff it with “who’s available” — you LOSE. Time wasted. ROI delayed. VALUE DESTROYED.

When I lead transformations, I bring the STRUCTURE, the SPEED, the EXECUTION. That’s how you PROTECT value. That’s how you CREATE value.

Would you trust your BIGGEST DEAL to whoever has TIME — or to the BEST you can get?

When projects fail to deliver on time, on budget, or at expected margins, the root cause is often not the engineering, the technology, or even the customer. More often, it lies in how contracts are structured, managed, and executed.

Contract Management is not paperwork — it is project management in practice.

From proposal through delivery, a strong contract management discipline drives clarity, reduces risks, and protects profitability. Let’s break down why it matters — and what “good” looks like.

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1. Contracts start before the contract is signed

In many organizations, contract management is treated as an afterthought. But the seeds of success (or failure) are planted much earlier — in the proposal and tender process.

• Involving engineering, procurement, and project management early avoids gaps and misaligned expectations.
• Using structured checklists and scoring models helps decide when deeper technical consultation is needed.
• Better-prepared bids increase hit rates and reduce margin leakage later.

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2. Scope clarity prevents costly disputes

The difference between a Lastenheft (customer’s requirements) and a Pflichtenheft (detailed supplier specification) may sound academic, but in practice it is the line between smooth execution and endless disputes.

• A precise inquiry (Pflichtenheft) is the foundation for project planning, budgeting, and risk management.
• Everything not clarified upfront will turn into a change order or worse, a claim.

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3. Change is inevitable — manage it

Scope changes are unavoidable. The difference lies in how they are handled:

• Change orders (Nachträge) should follow a formal process with clear documentation, impact analysis, and customer approval before implementation.
• Claims (Nachforderungen) arise when changes are disputed. At this stage, costs are higher, relationships strained, and outcomes uncertain.

A disciplined contract management framework moves more changes into the “controlled” bucket and fewer into the “conflict” bucket.

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4. Contract management is cash flow management

Good contract management is not just about avoiding losses — it’s also about improving liquidity.

Clear milestone acceptance criteria accelerate invoicing.

Continuous tracking of project costs and cost-to-come will form a solid base for PoC (Percentage of Completion) and ensures financial transparency.

Active steering of payment terms, securities, and guarantees stabilizes project cash flow.

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5. It’s a team sport

Successful contract management requires more than legal expertise. It involves:

Sales, engineering, procurement, and project management working in sync.

Standardized documentation and clear governance structures.

Leadership commitment to continuous improvement, learning, and sharing best practices.

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The ROI of getting it right

Strong contract management means:

Higher margins (through reduced leakage and better risk control)

Faster project starts (with better-prepared bids and handovers)

Fewer disputes (thanks to clarity and structure)

Stronger customer and supplier relationships

In short: Contract management is not an administrative burden — it’s a value driver.

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✅ If this resonates, and you’d like to explore how to strengthen contract management in your organization, let’s connect.

When companies set up transformation programs, it’s tempting to staff them with whoever is available internally. But availability alone doesn’t equal readiness.

Transformations are rare, often once-in-a-lifetime events for most organizations. Internal leaders and teams may be excellent in their day-to-day business — but lack the routine and repetition required to steer and deliver such programs with confidence.

That’s where experienced transformation leaders come in. With proven methodologies and execution discipline, they move faster, stay focused, and avoid the pitfalls of trial-and-error. The result? Earlier realization of synergies, accelerated cost reductions, stronger market impact, smoother integration — and ultimately, higher ROI on the program itself.

That’s why bringing in experienced transformation leaders isn’t a cost — it’s an accelerator of ROI, ensuring synergies, cost savings, and market gains are realized sooner.

👉 If this makes you think, and you’d like to explore how external expertise could support your transformation or change program, let’s connect.

Carve-outs are the open-heart surgeries of business. One wrong move — and the patient bleeds cash, customers, or talent.

Here’s what separates smooth carve-outs from painful ones.

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1. Start with a clear scope and end-state

Define:

• What’s in scope?
• What’s the NewCo’s minimum viable setup?
• What must be ready by Day 1?

Ambiguity here creates chaos later.

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2. Plan with functions — not just for them

Finance, IT, HR, Operations, Sales… each team needs to co-design the carve-out.

This avoids surprises and ensures ownership.

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3. Build your TSA logic early

Don’t treat TSAs (transitional service agreements) as an afterthought.

Agree early:

• What services are needed
• For how long
• At what cost
• With what exit logic

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4. Address organizational identity

The NewCo isn’t just a legal entity.
It needs:

• A leadership team
• Roles and processes
• A minimum culture and communication backbone

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5. Don’t skip the culture and compliance dimension

Align values, define behaviors, and ensure legal basics:

• Contracts
• IP rights
• Licenses
• Data ownership
• Code of conduct

Wenn Unternehmen einen Berater für ein Projekt suchen, höre ich oft dieselbe Frage:

„Kennt er unsere Branche?“

Mein Blick darauf ist differenziert – und pragmatisch:

✅ Branchenkenntnis kann Türen öffnen, Prozesse beschleunigen, Begriffe erklären sich manchmal von selbst.

✅ Methodenkenntnis hingegen entscheidet oft darüber, ob ein Projekt überhaupt zum Ziel kommt.

Gerade im Bereich „Transformation“ braucht es nicht nur fachliche Nähe – sondern Verständnis, Struktur, Steuerung, Kommunikationsstärke und die Fähigkeit, durch Unsicherheit zu führen.

Ich bezeichne mich daher bewusst als 𝘣𝘳𝘢𝘯𝘤𝘩𝘦𝘯-𝘢𝘨𝘯𝘰𝘴𝘵𝘪𝘴𝘤𝘩. Meine Projekte reichen von Chemie über Automotive bis zu E-Commerce und Software-Qualitätssicherung. Was diese Erfolge verbindet?

👉 Ein klarer Plan.

👉 Ein methodisches Vorgehen.

👉 Die Fähigkeit, Führungsteams und Organisation in Bewegung zu bringen.

🔍 Was bedeutet das für Auftraggeber?

·       Prüfen Sie fachliche Relevanz – branchenspezifisches Wissen kann helfen, ist aber kein Erfolgsgarant.

·       Fragen Sie: Hat die Person Transformation strukturiert begleitet – oder „nur erlebt“?

·       Bauen Sie eine Exit-Strategie ein: Ein gut definierter Scope, Meilensteine und ein Review-Point nach 30 Tagen geben Ihnen volle Flexibilität.

Mein Rat: Entscheiden Sie nicht für oder gegen Branchenkenntnis – sondern für Wirkung.

👉 Wenn Sie Ihr Transformationsprojekt auf stabile Beine stellen möchten – mit Klarheit, Struktur und Tempo – freue ich mich über Ihre Nachricht.

I hear it a lot, and it’s absolutely right: AI is accelerating what took consultants months into days. Companies and advisors are producing business strategies, financial analyses, and transformation roadmaps at astonishing speed—and driving efficiency that was unthinkable a few years ago.

Journalists and industry leaders warn that the consulting business model is under pressure—automation may eliminate traditional fee-based roles, reduce the need for large teams, and even prompt legacy firms to seek new revenue models.

A recent study confirms this trend:

·       38% of consulting firms use AI for data insights and predictive modeling

·       78% expect dramatic changes in consulting practices within five years

·       60% report increased decision-making efficiency thanks to AI

Even so, voices from within the profession stress that transformational impact depends on humans—not just algorithms.

“AI tools …automate actions while leaving final approval to humans.”

✅ Why Human-Led Implementation Is the Critical Next Step

1. Context & Judgement

AI can generate a strategy—but only humans understand your organization’s true complexity, cultural dynamics, and the informal “rules of the game.”

2. Alignment & Buy-In

Tools can suggest initiatives—but only leaders can build trust across functions, coach people through change, and resolve conflicts.

3. Governance & Accountability

Roadmaps without decision rights, sponsorship, and escalation models fall apart. Someone must own the process end-to-end.

4. Integration with Day-to-Day

AI can optimize plans—but someone needs to embed them into workflows, balance resources, and hold people to account.

5. Culture & Change Management

Transformation only sticks if behavior changes. That takes empathy, leadership, and visible role modeling—things AI can’t deliver.

🎯 My View: The Future is AI + Execution Expertise

I’ve seen business cases go stale, organizational complexity reassert itself, and people resist even the most clever AI-driven plans—simply because structure, governance, and behavior weren’t in place.

The firms and consultants that thrive will be those that:

·       Use AI to speed up insight and analysis

·       Back it up with executive leadership, governance, and human-led execution

·       Invest in training, role clarity, and ongoing alignment

🔗 If this resonates—and you’re evaluating AI-delivered strategy or need help driving implementation—let’s connect.

I help teams go from insight to impact with structured, focused transformation programs.