After further additions and enhancements with new topics and models, version 19 offers even more services and support in Proactive Market-oriented Corporate Management (PMCM). As usual, we briefly present the main topics in the form of overview graphics.

We look forward to your questions, suggestions, and exchange.

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How does the big picture become reality?

In nearly forty years serving as an independent management consultant, I had the honor and opportunity to work with several C-suite members on diverse topics. One recurring question is about getting strategic ideas into business. Things often seem so clear and straight. However, sometimes it's a pretty long way from the sketch to reality.

I learned about the gap between ideas, concepts, and their realization in day-to-day management. Even awesome solutions sometimes turn into obstacles on the way. But why? What happened, and what might help?

As we all know, communication and understanding are particularly important. I saw sophisticated strategy papers, covering nearly all aspects of potential future developments, struggling with acceptance, and failing in the end. All these cases have at least one thing in common – insufficient communication.

Corporate Development (CD) is a significant success facilitator. Big strategic ideas need to be framed, consistently defined, and appropriately communicated to get to business. CD plays a key role in turning great ambitions into sustainable Corporate Value.

Take a look at our paper on this exciting topic and tell us about your experiences and views. I look forward to your feedback and our exchange on this.

Thanks,
Holger

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Proactive Market-oriented Corporate Management (PMCM) poses major challenges to companies, their environment and their managers. From the strategic corporate management to the team managers, it is important to consistently serve the general corporate goals and to take the people for whom you are responsible with you – especially in times of uncertainty.

The level directly below the board plays a special role. The so-called "Management Level One" or "M1" shapes the strategic corporate goals and general framework more concretely at the tactical level. M1 carries the results to the subsequent management level M2. It is not uncommon for the M1 sandwich position between C-level and M2 to deal with questions about the ideal path, the best solution and the best way to communicate decisions. M1 is expected to orchestrate the strategic guidelines with the operational level. Together with the other M1 executives, they ensure effective alignment for achieving the corporate goals.

With our "M1 Playbook" we want to provide a little help and orientation that results from the experience of many years of management consulting. We are addressing members of the board as well as those who report directly to C-suite members. The playbook does not claim to be complete or the absolute truth. These are perspectives that have emerged from practice in various companies, industries and organizational forms and may provide one or two suggestions for better dealing with typical challenges in everyday management.

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Management, whether at corporate, unit or department level, poses enormous challenges. Many of them are, at least felt, hardly or not at all influenced by us. To counteract this, a proactive, market-oriented management and mindset is a good option. Proactivity maintains the primacy of action. The orientation toward the needs of the market reduces friction and resistance in the interaction with our stakeholders.

Nevertheless, this is not an easy path. Complexity and uncertainty go hand in hand with "Proactive Market-Oriented Corporate Management (PMCM)". In all thinking and acting, the focus should (and must) be on the effect on the corporate value. Only a stable company with a sustainably growing value offers a secure framework for all people directly or indirectly affected. In order to make it easier to master complexity and always enable safe leadership, KOPPENBRINK began to develop today's "ICI/net Framework" about twenty years ago. With currently 24 modules, it offers comprehensive PMCM support at all management levels. In addition, the two coaching programs "K-EMC – KOPPENBRINK Executive Management Coaching" and "K-JuMP – KOPPENBRINK Junior Management Program" provide guidance and safety for the daily leadership.

Follow your path of market-oriented leadership purposefully and consistently, even if it is sometimes more difficult than expected. We are happy to support you with experience and expertise – whenever you need support.

KMS@KOPPENBRINK.de

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As the ‘central nervous system’ of our economy, supply chains make a significant contribution to the success of our economic activities. Especially in times of massive exogenous shocks, symptoms such as overstrain, lack of flexibility or structural instability become increasingly apparent. Some supply and service chains even fail completely. Such phenomena often are not due to a single event, but rather obvious signs of fundamental development need in supply chain management (SCM) systems. We must critically review our processes, structures, methods, and leadership behavior and adapt them where changes in the environment lead to unintentional disruptions or failures.

Advances in globalization, outsourcing, economic growth, and well-functioning collaboration with others in the supply chain have given us a sense of stability and security. Current developments persistently teach us otherwise. But what happens next? Are all management systems to be scrutinized? What innovative ideas arise? And: For which market situation is which approach the best choice?

I think we should analyze honestly, with expertise, without blinkers, and act prudently. First, let us actively search for functions that work reliably even in stressful situations, for patterns that deliver superior results even under extreme pressure – for the load-bearing walls. In some market environments, we need to rethink our SCM and make supply chains more flexible and at the same time structurally more stable. To be clear: The basic principle of agility is not new and certainly not a panacea. In highly dynamic market environments, however, agile supply chain management (aSCM) can contribute significantly to improving the situation and to the necessary evolution.

What do you think? Let's exchange experiences and ideas!