Managing Across Borders is a global partnership of senior management consultants supporting organizations as
Partners in transformation processes.
We do this across levels and borders, whether geographical, physical or intangible, to improve team and individual performance, and to significantly enhance business results.
We strongly believe that business and people are two sides of the same coin.
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Working in Europe, the Americas and Asia we embrace high standards and share common principles
Multi-dimensional approach and methodology:
We look at all challenges from multiple angles and offer tailor-made solutions
What does our client want to achieve financially and are the organization and people ready to deliver on that? Product, market and competitors, location and costumers are additional dimensions which we take into account, when necessary.
With our multi-dimensional approach, we define the best and most effective intervention methods together with our clients. All our consultants have a business background and are fluent in proven methodologies like Change Management, Strategy Development and Team Dynamics. As part of our portfolio of methodologies we also use the Agility toolbox and apply recent concepts like Disruptive Innovation and organizational transformation.
Focus on participation and engagement:
Involving all employees to create collective ownership
Research has shown that as many as 70% of change initiatives and transformation projects fail at the implementation hurdle. The reason: insufficient engagement of all relevant stakeholders.
Participation is the key to build engagement. Employees who are expected to implement the changes, or who will be influenced by such changes need to develop a sense of ownership and commitment.
How? Creating understanding and ownership involves quality dialogue, early involvement, effective communication as well as sufficient transparency around the goals and intentions of the transformation or change initiative.
Depth in supporting management across borders:
Overcoming opposing interests, objectives and perspectives.
Successful businesses are able to balance opposing interests, objectives and perspectives. These borders could be organizational in nature, geographical, cultural, technical or, as is often the case, a combination of these factors.
We at MAB have lived through many of those challenges. We bring our expertise to help you to identify, assess and implement solutions to existing challenges with borders in order to enable you, other leaders in your company and teams to unleash their organizations´ potential.
Business-centric understanding of transformation:
Making sure that it is always about the business.
Transformation projects come in many different forms and sizes. We strongly believe in tracing the need for action back to where everything begins. Every transformation project has to lead to clear and tangible business impact.
As a consequence, we always first look for the underlying business challenge that ultimately drives the need for change. Based on this we will help you to identify, specify and implement the most purposeful levers of change.
Global reach and seniority of network partners:
Building on many years of international experience.
All of us, MAB network partners, look back at 20+ years of truly global professional experience from multiple organizations in different industries. Our backgrounds range from business, finance, engineering, psychology and creative arts and we have held successful senior executive, organizational development as well as business consulting roles.
All of us have a strong track record and a wide range of truly international exposure.
Global reach and seniority of Partners
Christian Schmidt, Munich
What Christian stands for:
Christian looks back at more than 20 years of senior management consulting and brings to MAB a wide range of consulting experience serving clients on strategy, change programs, organizational development and leadership. Christian contributes to MAB´s business centric understanding of transformation and is passionate about strategy development. Originally coming from a more traditional, fact and number driven consulting approach, Christian has developed a deep understanding of the need to balance the business- and the people-perspective of transformation.
His professional journey:
Christian holds a law degree from Bonn University and has also studied international law in Paris (Sorbonne). After 5 years and several management positions with Degussa AG in Frankfurt and New York, Christian startet his consulting career in 1994 at the Boston Consulting Group. During his 7 years with BCG, Christian worked on a large variety of strategy projects in different industries ranging from automotive, financial services, consumer goods to industrial goods. This line of work has taught Christian that the logic of conceptual thinking alone does not suffice to help individuals, teams and organization on their way to impactfull change. There seemed to be a missing link: the consultant´s willingness and ability to truly understand how the client organization and the relevant individuals tick.
This is why in 2001 Christian started his own consulting practice with the objective to merge the mindsets and toolsets of the traditional management consulting industry with those of OD and L&D.
MAB is expanding and always interested in meeting allied spirits who share our passion and thinking.
Dirk H. Horn, New York
What Dirk stands for:
Dirk is equipped with almost two decades of experience in Corporate Human Resources and several years as senior consultant and Executive Coach. He is an expert on transformation and organizational behavior and is passionate about good project management and successful implementation. Dirk is a respected coach to leaders and teams and serves mainly US clients.
His professional Journey:
Dirk holds a Master of Art in Social Sciences from the University of Goettingen, is a certified 360 Coach and HBDI® practitioner. He started his career with Norsk Hydro in 1997, moved to CLAAS Harvesting Machinery in 2002 and has since then gathered extensive experience in both Roche and Novartis Pharmaceuticals in Germany, Switzerland and the US.
In 2013, Dirk decided to change the sides and continues to serve corporates as an external consultant. Since then he has successfully run projects for various clients in Aviation, Machinery, Automotive and Pharmaceuticals.
Alexander Stamm, Bad Saeckingen
What Alex stands for:
I am a mechanical and electrical engineer with an international management background in manufacturing engineering and plant operations from the automotive and industrial sectors with MBAs from London and Columbia Business School.
His professional Journey:
My career has developed from the optimization of production processes and technology on the shop-floor, managing in line functions including plant management to helping organizations as advisor, interim manager and hands-on coach.
Interested in working with us?
What´s in it for you
Where are you heading - What do you stand for? Developing a bold and destinctive collective ambition (vision) is a very powerful, laser-like and most effective way of guiding the organization´s energy into one single direction.This vision will allow you to define core principles (values) that build the cultural DNA of your organization. It is about outlining the organizational behaviours that you would like to encourage in all members of your teams.Vision and values provide the foundation for identification with and engagement for a shared blueprint of the future. They give clear orientation, help to connect individuals and ultimately contribute to transforming groups into teams.
Healthy organizational culture creates profits
The organizational culture describes the way „we do things around here“. It outlines how we as organization want to act and interact on a daily basis. Effective cultures are built on a clear and specific codex of behavioural expectations that is deeply ingrained into the organization´s mindset.
Decades of scientific studies have proven that as much as 50% of the difference in operating profit between organizations can be attributed to effective cultures.
So the message is simple: a „healthy“ organizational culture creates profit.
Are your leaders effective in executing the vision and strategy?
„Good“ leadership contributes to building a „healthy“ organizational culture and a healthy organizational culture creates profits. This means: good leadership drives business.
To some extent the principles and the toolbox of good leadership are universal.
Nonetheless, your vision, values and organizational culture are very distinctive and maybe even unique. As a consequence your business model requires a very special way of leadership.
This is why we believe that your company´s leadership principles, leadership behaviors and leadership tools should be „bespoke“ like a tailor made suit. By directly linking your understanding of good leadership with the vision, values and culture, you will create the most important lever to bring your vision to life.
Are your employees empowered and willing to go the extra mile?
Employee engagement can be correlated with performance; it varies from poor to great. Employers can do a great deal to impact on people’s level of engagement. That is what makes it so important, as a tool for business success.
Engaged employees are committed to their organization's goals and values, motivated to contribute to organizational success, and are able at the same time to enhance their own sense of well-being. They experience a blend of job satisfaction, organizational commitment, job involvement and feelings of empowerment.
Engaged organizations have strong and authentic values, with clear evidence of trust and fairness based on mutual respect.
Strategy is the pattern in a flow of agile decisions
Some experts think that the days of strategy development are over. Why spending time on developing a roadmap to the mid- and longterm future when we don´t even know how the world will look like tomorrow. We agree to some extent. There is no point any more in setting up the classical six month project to forge the "Strategy 2020". But the following key questions still remain to be answered:
• What are the most important external factors that form our strategic context?
• What are the internal drivers that set strategic boundaries?
• What are the most important strategic challenges deriving from the above mentioned context?
• What are our strategic objectives?
• How do we want to achieve this?
The faster the external context changes the more agile we have to be in continuously adapting the strategy in ever closer review loops.
Deutsche Post DHL
How could your most effective operational model look like?
Talking about „structure“ involves many different but closely interlinked facets: the organizational model, roles & responsibilities, processes, systems and so forth.
Given the complexity of todays business challenges, all traditional organizational structures have failed in terms of agility and multi dimensional approach to problem solving.
Hence, the past 20 years of organizational development have been about experimenting with every kind of matrix organization we might think of. The management literature is full of scientific as well as empirical data.
What have we learned along this process? Well, none of the experiments have reveiled the one ideal matrix model. But those which have proven to be successful had two elements in common:
They are strictly designed with the focus on customer needs and they are completely tailormade to suit the challenges of a distinctive business strategy.
Vision & Values
Do you want to have lunch with us?