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Leadership 4.0

Structuring Collaboration in Complex Environments

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13 Oct 2022

#8: AUF DEN WEG MACHEN

"Sich auf den Weg machen" sagt sich heutzutage so leicht, jedoch ist das mit deutlich mehr Voraussetzungen verbunden als früher, als es noch Ziele gab. Was? Es gibt keine Ziele mehr? Was soll das denn, wirst du fragen.

30 Jun 2022

#7: METAMORPHOSE

Die Worte „Veränderung“ oder „Change“ bringen es irgendwie nicht mehr? Mit immer neuen Begriffen wird versucht, dem immensen Veränderungsdruck der Menschen Gewicht zu verleihen.

26 Apr 2022

#6: NEIN.

Wir wissen nicht, wen und ob es überhaupt jemanden gerade interessiert, was wir so zu erzählen haben, wenn vor unserer Tür Krieg herrscht. Unsere Freund*innen von The Dark Horse haben es in ihrem Editorial ganz gut auf den Punkt gebracht.

04 Feb 2022

#5: HYBRID WORK

Ja, zu Beginn des Jahres schlagen auch wir das Kapitel „Hybrid Work“ als Dauerbrenner des Neuen Normal noch einmal auf. Das Netz ist aktuell voller denn je mit guten Ideen und Tipps zur Gestaltung des Status Quo.

04 Nov 2021

#4: TEAM

Mit wem wir in den letzten Wochen auch sprechen, wir spüren häufig: die Luft ist raus! Virtuelles und hybrides Arbeiten mit unzähligen neuen Möglichkeiten der Zusammenarbeit, die überfordern und die die Komplexität weiter steigern.

07 Sep 2021

#3: UTOPIEN

„Das teuerste, was wir jetzt tun können, ist: nichts.“ Eckart von Hirschhausen. Wir laden Dich ein zu stöbern, den Geist wandern und die Seele spüren zu lassen, und wir geben Impulse fürs eigene Tun.

06 Jul 2021

#2: SELBST...

In diesem Newsletter dreht sich alles um das Thema SELBST. Von SELBSTführung über SELBSTorganisation, hin zu SELBSTbräuner - wir freuen uns, wenn für jede*n etwas Interessantes dabei ist.

04 May 2021

#1: RESTART

We wanted to take a break & now we are back. Without careful strategic considerations, without smartly defined goals, without a vision reaching far into the future - because none of that exists anymore.

The P1 Quarterly Magazine (German)

In our P1 Quarterly, we address the burning issues in business and society and and offer a range of impulses on leadership development, organizational development and agile organizations.

Objectives & Key Results

Currently there is a management innovation rolling towards us going by the name of “Objectives & Key Results”. It is too soon to know whether its impact will be as similarly transformative as ....

Rest

No sign of rest. How could it have come to this?

New Work

New forms of collaboration and leadership - a workshop report. In the last two issues of the Quarterly, to a certain extent, we have looked at current developments from the bird’s eye view.

What motivates you?

Why do humans do what they do? What determines the decisions they make? Such questions inevitably raise issues about satisfaction and fulfillment in our professional and private lives. And, ultimately, lead to the question of what motivates us.

The autonomous leadership style

As a good leader, you have no doubt explored a range of leadership approaches, theories and styles.

FROM BUSINESS to being

Practices such as yoga, meditation, or Qigong appear to be gaining acceptance in the world of business.

be transformative

In this issue, we come to the third and final part of our “Becoming more agile” series: focusing on the ability to implement.

Responsibility

Do you remember the summer of 2015, when hundreds of thousands of people came to Germany in search of help? Of course you do.

On the digital threshold

Am I in yet? wondered Boris Becker in a TV commercial back in 1999. In fact, it wasn't that easy back then to enter to this new world.

Work 4.0

A legend from the early 1950s.

Daring democracy

In this issue, we want to shed light on what significance democracy has in all of this. Do non-hierarchical principles necessarily lead to more democracy?

Evolution of purpose

Creating purpose: More and more managers see this as one of their main tasks. But is that even possible? What do we actually mean when we talk about “purpose”? And why is purpose so popular right now?

be perceptive

What do we allow into our heads? American journalist and Internet expert Stephen Baker has elevated this question to the key issue of our generation in light of the emerging digital age.

be decisive

Each of us makes about 200,000 decisions a day, reportedly 200 of them involving food consumption matters alone.

Power

No leadership without power. In companies, nothing is as completely taboo as power. One consequence of this is that managers, formally endowed with power by the company, rarely deliberately address the power they have ...

Innovation

There are currently very few concept that are so positively charged and on which such high hopes rest as that of innovation. The pressure is high, because there is a lot at stake, sometimes even personal survival.

New Work Order

Some leadership concepts have so far hardly progressed beyond pure theory. Others have undergone extensive testing for a number of years, while still others resurrect the approaches and concepts of organizational development from the last century.

Agile leadership

The new stable state is to deal with unstable goals and parameters. This is both the essence and the origin of agile principles. They make a virtue out of necessity.

New Work (German)

New forms of collaboration and leadership - a workshop report. In the last two issues of the Quarterly, to a certain extent, we have looked at current developments from the bird’s eye view.

What motivates you?

Why do humans do what they do? What determines the decisions they make? Such questions inevitably raise issues about satisfaction and fulfillment in our professional and private lives. And, ultimately, lead to the question of what motivates us.

The autonomous leadership style

As a good leader, you have no doubt explored a range of leadership approaches, theories and styles.

FROM BUSINESS to being

Practices such as yoga, meditation, or Qigong appear to be gaining acceptance in the world of business.

be transformative (German)

In this issue, we come to the third and final part of our “Becoming more agile” series: focusing on the ability to implement. To kick things off, here is a brief intellectual classification of the term agility:

Responsibility (German)

Do you remember the summer of 2015, when hundreds of thousands of people came to Germany in search of help?
Of course you do.

On the digital threshold (German)

Am I in yet?
wondered Boris Becker in a TV commercial back in 1999. In fact, it wasn't that easy back then to enter to this new world.

Work 4.0 (German)

A legend from the early 1950s.

Daring democracy (German)

In this issue, we want to shed light on what significance democracy has in all of this. Do non-hierarchical principles necessarily lead to more democracy?

Evolution of purpose (German)

Creating purpose: More and more managers see this as one of their main tasks. But is that even possible? What do we actually mean when we talk about “purpose”? And why is purpose so popular right now?

be perceptive (German)

What do we allow into our heads? American journalist and Internet expert Stephen Baker has elevated this question to the key issue of our generation in light of the emerging digital age.

be decisive (German)

Each of us makes about 200,000 decisions a day, reportedly 200 of them involving food consumption matters alone.

Power (German)

No leadership without power. In companies, nothing is as completely taboo as power. One consequence of this is that managers, formally endowed with power by the company, rarely deliberately address the power they have ...

Innovation (German)

There are currently very few concept that are so positively charged and on which such high hopes rest as that of innovation. The pressure is high, because there is a lot at stake, sometimes even personal survival.

New Work Order (German)

Some leadership concepts have so far hardly progressed beyond pure theory. Others have undergone extensive testing for a number of years, while still others resurrect the approaches and concepts of organizational development from the last century.

Agile leadership (German)

The new stable state is to deal with unstable goals and parameters. This is both the essence and the origin of agile principles. They make a virtue out of necessity.

OnePager

Führungskräfteentwicklung

„Back to Büro“

Wie organisiere ich die Rückkehr meiner Mitarbeiter*innen und das „Neue Normal“?

Financial Management

Stärkung der unternehmerischen Kompetenzen

Ihre Stärkenexpedition

Blended Coaching zur Erforschung und Analyse der persönlichen Stärken

Leader’s Circle – Herausforderungen gemeinsam lösen

Exklusive Bearbeitung aktueller Führungsherausforderungen im kollegialen Kreis

Mediation und Konfliktmanagement

Konflikte strukturiert bearbeiten, steuern und klären

Remote Leading

1-2 tägiger virtueller Trainings-Workshop für Führung auf Distanz

Time for Talents!

Die Zukunft von morgen sind die Talente von heute

OnePager

Leadership Development

Financial Management

Strengthening entrepreneurial skills

Expedition Personal Strengths

Blended coaching to explore and analyze personal strengths

Leader’s Circle – Find solutions to challenges together

Exclusive peer-group approach to tackling contemporary leadership challenges head on

Remote Leading

1 to 2-day virtual training workshop for remote leadership

Teambooster mit Insights Discovery

Feuerrot, sonnengelb, erdgrün und eisblau – was ist deine Mischung?

OnePager

Agile Organisation

Expedition Next Organisation

Transformationsberatung für Ihre zukunftsfähige Organisiertheit

Fitness Check – für eine komplexe Zukunft

Führung und Zusammenarbeit neu denken: Wie zukunftsfähig ist Deine Organisation?

Führung 4.0 – New Work

Gestaltung von Zusammenarbeit in komplexen Umfeldern

Führung für Scrum Master

Scrum Teams effektiv führen – auch ohne disziplinarische Weisungsbefugnis

Learning Journey

Eure Reise ins Unbekannte zur Lösungsfindung bekannter Probleme

Leinen los

Selbstorganisation auf See lernen. Krasser geht’s nicht.

New ways 2 work

Große Praxisnähe durch fachlichen Input, intensiven Austausch und reale Experimente

New Work Bootcamp

2 Tage intensiv Experiential Learning

New Work Leader*in

Must-have für zukunftsgerichtete Führung: 3-moduliges Führungskräfte-Programm

Next Organisation Essentials

1 Tag Basic Work für alle, die starten möchten

Plötzlich Remote Work!?

Virtuelle Reise zur Entwicklung eines neuen Führungs- & Zusammenarbeitskonzeptes

Ramp up

2 x 2 Tage Agilität & New Work für Dich und Dein Team

OnePager

Agile Organization

Expedition Next Organisation

Transformational consulting for your future-proof organisation

Fitness Check – for a Complex Future

Re-thinking leadership and collaboration: how future-proof is your organisation?

Leadership Skills for Scrum Masters

Leading Scrum teams effectively – even without solid line managerial responsibility

Learning Journey

Your journey into the unknown to find solutions to known problems

Anchors Away

Learn self-organisation at sea. It doesn’t get any better than this.

New ways 2 work

Great practical relevance through professional input, intensive dialog and real-life experiments

New Work Boot Camp

2-day intensive experiential learning

New Work Leader

Must-have for forward-looking leadership: 3-module leadership program

Next Organisation Essentials

1-day basis work for all who want to get started

Suddenly Remote Work!?

Virtual journey to develop a new leadership & collaboration concept

Ramp up

2 x 2-day agility & New Work for you and your team

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