In contrast to the industrial age, from were most of our management concepts, which we still apply today, originated, today’s environment requires very different capabilities from enterprises to succeed and to survive:

not only efficiency, cost leadership through economies of scale, and thus streamlined processes (= main success factors in slow changing industrial sellers’ markets), but dynamic effectiveness from a customer and stakeholder perspective (= key success factor in today's fast changing global buyers’ markets) that motivates customers and other stakeholders to be and to stay committed to the enterprise, and that is the basis of authentic attractiveness and pricing power and true competive advantage.

We are convinced that the foundation for this is entrepreneurship on all levels in the enterprise in combination with organizational and management concepts that facilitate sustainable enterprise development.

Entrepreneurship is characterized by a mix of capabilities of both organisations and of the individuals acting for the organisation such as:

• optimism (i.e. constantly looking for new opportunities without ignoring risk),
• initiative (i.e. acting and not just reacting)
• the ability to sense new customer needs and needs of employees and other important stakeholders, which have to be met to keep them committed to the enterprise
• adaptability, flexibility, and high reaction speed
• innovation and the ability to prevail with new solutions and concepts (products / business models) on the market,

but also:

• thriftiness and efficiency,
• the ability to learn by trial-and-error (continuous improvement),
• staying-power to overcome challenges and to stay to one’s mission and to pursue it step-by-step over longer periods
• the ability  for ‘creative destruction’: to detect in time and to abandon products and businesses, which time has come to be replaced by something new
• the motivation to act for the long-term survival of the enterprise.