Workshop on the future of the company

Shaping strategic resilience

Your company in transition - are you prepared?

In a world of increasing complexity and uncertainty, the viability of your company is crucial. Our workshop offers you the opportunity to systematically analyze and future-proof your organization.

Prof. Dr. Christoph Ph. Schließmann personally offers a range of topics that has shaped him for over 30 years in science, teaching and consulting practice:

Strategy status analysis, business model innovation & strategy

Workshop on the future of the company and workshop moderation

I offer a tailor-made program to support your company on its way into the future.

With the help of my methodology and the use of AI, we work together to develop your viable direction, your business model and your strategy and put them into practice with suitable leadership measures.

Let's talk about your path to a successful company future.

Each workshop is tailored to you and your company. We discuss where we can pick you up and what goals we want to achieve.

With this in mind, we define the work modules, which consist of joint face-to-face sessions in which we develop a knowledge base that we then apply to your company.

I will personally guide you through the analyses and reflections, critically discuss the results and evaluate your data on the system parameters developed with the help of our AI. We interpret the findings together.

We use these to position the company in the SRM strategically relevant market, revise and develop business models and strategies and innovatively shape the company's future. We determine which parameters can be used to manage the company in a results-oriented and efficient manner and what the leadership tasks should look like in order to achieve implementation with all employees.

EXAMPLE

Here is a proposal for a five-day offsite workshop program "Strategy Status Analysis " - tailored to your requirements and inspired by Prof. Schließmann's methodology:

Day	Program item	Duration	Goals & results
1	Kickoff & target definition	9:00-17:00	- Common understanding: define scope, expectations and success criteria - Presentation of the seven-step "strategy status" methodology - Team alignment & role clarification - Result: clearly formulated workshop objectives, stakeholder matrix
2	Data collection & company profile	9:00-17:00	- Collect existing data (finances, market, customers, internal analyses) - Develop company profile (business model, history, organization) - Identify initial system genetics (chromosomes) - Result: domain checklist, interview plan
3	Status analysis in SRM & SWOT	9:00-17:00	- OKB workshop (original customer needs) to define the strategically relevant market - complete positioning matrix - map competitive environment & SWOT analysis - result: detailed SRM mapping, SWOT poster
4	Schließmann cube analysis & additional analysis	9:00-17:00	- Cube analysis: Evaluate the viability of the business model in three dimensions - Apply viability formula, optional OntoSpace model - Megatrends and stakeholder check (additional analysis) - Result: Cube profile visualization, trend radar
5	Strategy development, recommendations for action & outlook	9:00-16:00	- Scenario development based on the cube analysis and SWOT - Prioritization of strategic initiatives and quick wins - Concrete action and implementation plan (roadmap, responsibilities) - Defining the final mission statement and next steps

Methodology & special features:

AI-supported analysis: In every phase, the team supports AI tools to evaluate your data and simulate scenarios. Depending on the scope and budget, we work with OntoSpace and simulate interdependencies, system hubs and structural anomalies.
Visual-first approach: Instead of endless slides, we work with whiteboards, system genetics maps and interactive canvas models.
Blended Learning: Kurze theoretische Inputs (< 30 Min.) wechseln sich mit intensiven Praxis-Sessions und Peer-Coaching ab.
Leadership impulses: Daily reflection on how managers manage change and mobilize employees.

Delivery package at the end of the workshop:

Strategy status report (incl. profile, cube analysis, SWOT)
Roadmap with schedule, milestones and responsibilities
Recommendations for action & communication concept
Management canvas as a living management tool

I would be happy to further customize the program to your specific needs and time frame. Let's make an appointment for a short briefing!

Target group

The workshop is aimed at:

Managing directors and board members
Strategic decision-makers
Head of Corporate Development and Transformation

Your contact person

Prof. Dr. Christoph Ph. Schließmann
Expert for strategic corporate management and organizational development with over 30 years of experience.

Strategy status 2.0: Hidden champions principles meets systemic management

The interaction of the hidden champions concept developed by Prof. Dr. Hermann Simon in the 1990s with a rigorous, systemic complexity and viability analysis according to Prof. Dr. Christoph Ph. Schließmann opens up a new approach to not only describe the strategic status of companies, but to actively manage it. In the following, this expert commentary is fleshed out with in-depth insights and critical reflection:

Origins and universal HC drivers

The hidden champions principle was coined by Hermann Simon in his works Hidden Champions of the 21st Century (Simon 1996) and Die verborgen Sieger (Simon 2001). His research identified globally leading SMEs that were largely unknown in their niche - the "hidden winners".
Ambition & focus remain the centerpiece: Concentrating on a clearly defined core competence generates efficiency and top performance - beyond industry and national borders.
Globalization as an expansion factor: It is not just export quotas that count, but the systemic fit into global value creation networks. The actual depth of internationalization only becomes visible through detailed OntoSpace mapping (e.g. nodes, gatekeeper functions).
Treiber-Vierklang (innovation, digitalization, ecosystems, sustainability) acts as a strategic grid to translate Simon's HC principles into current transformation processes.

Systemic complexity analysis: from chromosome to strategy hub

Chromosome model: Identification of all influencing factors (economic, environmental, social) as a finely granular starting point.
Clustering & meta-chromosomes reduce redundancies and clarify leverage relationships - a combination of qualitative Vester sensitivity analysis and quantitative knock-out technique is essential for this.
Complexity rating vs. critical complexity (e.g. 3.40 vs. 5.59) and robustness (88%) allow a precise assessment of system viability and predict fault lines for further growth.

The Strategy Cube 3.0: Integrative three-dimensionality

Dimension X (SRM meaning): Validation of original customer needs (OKB methodology) as legitimization of market position.
Dimension Y (market position): Classic Porter indicators (market share, intensity of competition) are supplemented here by potential indicators (market development rates, entry barriers).
Dimension Z (viability): New: Connection of Vester network parameters, OntoSpace structure and viability formula ("V = K / C", key figure for complexity capacity).
The result: a conditional coordinate system that not only takes stock, but also enables scenarios to be derived directly: expansion, consolidation or exit strategy.

From analysis to control: mission control in the system

Question generator as ongoing meta-control: Standardized key questions ("What is changing? Where is the critical path shifting?") automate knowledge loops.
Mission control committees monitor parameter dashboards (complexity, robustness, innovation dynamics) and initiate proactive countermeasures (governance reviews, resource reallocation) if threshold values are exceeded.

Critical reflection: effort vs. benefit

Data and moderation requirements: The methodology requires high-quality system data and permanent external moderation. Without structural anchoring, there is a risk of "paper excess".
Interdisciplinary team: Strategists, data analysts, system moderators and domain experts must work closely together - which requires an organizational cultural change.
Scaling: For smaller niche providers, a simplified, parameterized version (e.g. focus on top 10 chromosomes) can be useful.

Conclusion

Strategiestatus 2.0 combines Hermann Simon's Hidden Champions principles with an in-depth, systemic complexity and viability analysis according to Schließmann. The result is a powerful, control-oriented management system that methodically supports both explorative growth and conservative retreat decisions. The key success factor remains the balance between methodological rigor and operational practicability.

Get in touch with us

Arrange a non-binding preliminary meeting to tailor the workshop to your needs.

📧 mail@cps-schliessmann.de
📞 +49 69 6637790