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The Changing World of Business

In recent years, significant developments and events have fundamentally reshaped the way we work. What was once a matter of gathering in person for quick operational updates has now become, in many organizations, a standard practice of coordinating project teams across departments and even companies in virtual environments.

This transformation has also redefined how we organize work and staff projects:

Shifting from purely function-based, internally staffed teams to cross-functional teams strategically enhanced by external expertise.



  • ENTREPRENEURS

  • Our world is currently shaped by the profound impact of major events – from the COVID-19 pandemic to the war in Ukraine. At times, it can feel as though we are moving from one crisis straight into the next. In this climate of uncertainty and rapid change, one quality matters most: businesses that are both adaptable and resilient – with a culture rooted in agility and strength.

    What does this mean in practice?It’s about identifying opportunities and risks early on and aligning the organization proactively to meet change. This brings a few key questions into focus:

    • Can we scale our human resources up or down quickly when needed?

    • Which competencies are essential in the long term – and which are only required temporarily?

    • And in which areas could an external perspective or a fresh, creative approach deliver real added value?


  • LEADERS

  • For many leaders, the goal is clear: build strong teams, develop them further, and retain top talent for the long term. Yet this ambition often falters at the very foundation – recruiting the right people. In times of skilled labor shortages, it becomes a real challenge to balance workloads effectively within the team while also creating attractive, competitive working conditions.

    During particularly demanding periods, the structured execution of projects often suffers. This raises several critical questions:

    • Does my team even have the capacity to reliably deliver projects alongside day-to-day operations?

    • Is there sufficient in-house project management expertise to drive initiatives efficiently to completion?

    • Is relying solely on internal staffing enough to ensure the focus, speed, and quality our projects require?



  • EMPLOYEES

  • The shortage of skilled professionals affects not only companies and their leadership but also employees directly. With limited resources, many are taking on additional responsibilities outside their primary roles. The result: less time and focus for the core tasks they were originally hired to perform.

    In many cases, the most technically skilled employees end up leading projects—despite lacking the time or the necessary expertise in project and change management. This creates a double challenge: these key individuals are pulled away from essential operational work, projects lose efficiency, and team morale declines. Over time, this can even lead to the departure of valuable high performers.



Our world is currently shaped by the profound impact of major events – from the COVID-19 pandemic to the war in Ukraine. At times, it can feel as though we are moving from one crisis straight into the next. In this climate of uncertainty and rapid change, one quality matters most: businesses that are both adaptable and resilient – with a culture rooted in agility and strength.

What does this mean in practice?It’s about identifying opportunities and risks early on and aligning the organization proactively to meet change. This brings a few key questions into focus:

  • Can we scale our human resources up or down quickly when needed?

  • Which competencies are essential in the long term – and which are only required temporarily?

  • And in which areas could an external perspective or a fresh, creative approach deliver real added value?


For many leaders, the goal is clear: build strong teams, develop them further, and retain top talent for the long term. Yet this ambition often falters at the very foundation – recruiting the right people. In times of skilled labor shortages, it becomes a real challenge to balance workloads effectively within the team while also creating attractive, competitive working conditions.

During particularly demanding periods, the structured execution of projects often suffers. This raises several critical questions:

  • Does my team even have the capacity to reliably deliver projects alongside day-to-day operations?

  • Is there sufficient in-house project management expertise to drive initiatives efficiently to completion?

  • Is relying solely on internal staffing enough to ensure the focus, speed, and quality our projects require?



The shortage of skilled professionals affects not only companies and their leadership but also employees directly. With limited resources, many are taking on additional responsibilities outside their primary roles. The result: less time and focus for the core tasks they were originally hired to perform.

In many cases, the most technically skilled employees end up leading projects—despite lacking the time or the necessary expertise in project and change management. This creates a double challenge: these key individuals are pulled away from essential operational work, projects lose efficiency, and team morale declines. Over time, this can even lead to the departure of valuable high performers.