45 years of aptitude diagnostics

The beginnings

Aptitude diagnostics have accompanied me throughout my professional life. Today I am still very active as a management diagnostician. During my doctorate, I was fortunate enough to meet two greats in the field of aptitude diagnostics, from whom I was taught a know-how that is not so easily accessible to a student. One was…


Where does the misconception that leadership is a complex thing come from?


Leadership is presented in today’s world as becoming increasingly complex. Some may experience it that way. In a way, I can understand it when I see what is recommended to managers, which must be taken to heart if you want to lead effectively. The vast majority of these recommendations are mere advice. Advice is also blows. I would like to bear this in mind and recommend to anyone who has leadership responsibility not to be influenced by false advisors …


When the motivation for performance is in the basement

Whether managers or leaders, when the motivation to perform slips into the basement, a descent into darkness begins for many people. Those who have arrived there isolate themselves and find it difficult to accept help in their isolation. The collapsed motivation to perform develops into an inability to perform as a result of excessive demands. This condition is called burnout. It can be expensive for companies …

Performance.Culture.Focus – The triad for entrepreneurial rethinking

Rediroma-Verlag, Remscheid 2022, ISBN 978-3-98527-618-9

Milestones: Digital Transformation, Cultural Change, Leadership

Performance culture in the focus of digital transformation – machines take no responsibility

Springer Gabler, Wiesbaden 2017, ISBN 978-3-658-19796-4

Milestones: Digital Transformation, Cultural Change, Leadership

Performance from culture – How “employees” become top performers

Springer Gabler, Wiesbaden 2012, ISBN 978-3-8349-3404-8

Milestones: Performance Culture, Fluid Organization, Human Image, Leadership Psychology

Integration through identification






I like to work for him!






Vertical take-off


Modern Industry(1994)




Leadership power


Springer Verlag(1994)




On the way to the organization of tomorrow


Poeschel Verlag(1991)




Leadership knowledge selectively


Gablers Magazine(1991)




Efficient leadership


Gabler Verlag(1990)




Alternative leadership


Gabler Verlag(1984)




The Anti-Matrix Organization

“The future belongs to dynamic systems”

Wolfgang Saaman, specialist for organizational systems.

Machines assume no responsibility

Digital transformation is inevitable. New leadership thinking is in demand like never before. Employees cannot be programmed like machines. They should be prepared and inspired for new paths.

Wolfgang Saaman, writes about the HOW for the German Employers’ Association.

Our study confirms the connection between performance culture and corporate success!


Aspects of a performance culture

Interplay of performance and culture

Industry-dependent differences in performance culture

Performance culture and company size

Networked learning and developing new things

Our competence development program for Bertelsmann relies on innovative approaches (collaborative communities, learning journey and organizational design) and contributes directly to the corporate strategy.

“We have to bring leadership thinking into the future.”

Why personality and values are always important.

Managers as a change model

Every manager regularly accompanies change processes. Taking the employees with you is a central task. A critical look at this challenge, which every manager encounters several times in his career.

Why is it worth investing in modern leadership development?


Poor leadership causes immense costs

In addition to performance killers such as demotivation, conflicts and service according to regulations, which often have a rather covert effect, medical costs, the departure of valuable employees, low innovative strength and quality losses are very obvious.


Managers are the central strategy implementers

They steer and keep the company on track. If you do not manage this, the company threatens to lurch in the sea like a ship without a rudder and constantly change direction


The leadership role has become much more demanding in recent years.

Where it used to be crucial to have a high level of professional competence, the change into a knowledge society places much higher demands, e.B. on role clarity, communication, empathy but also strategic thinking and acting.


Managers are responsible for carrying and shaping the culture of the company

“Performance from culture” means a breeding ground on which the employees realize their potential in the service of the company and are willing to give their personal best. The digital transformation and the increase in leadership at a distance make this task increasingly challenging. A performance-enhancing corporate culture supported by those responsible for management represents a clear competitive advantage that, unlike some business models, can hardly be copied.


Modern leadership development contributes directly to strategy implementation

It ensures a high degree of targeting through learning field analyses and learning objective agreements. It is demanding, individually tailored to the participant and makes the achievement of learning objectives measurable and thus transparent. Above all, by interlinking it with live projects, it is embedded in the larger context of cultural and organizational development and is no longer to be regarded as an isolated individual measure.

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