Knowledge Hub
Making change land – transformation, PMO method, and restructuring
Field notes from the team behind ChangeMaker on the part everyone underestimates: execution. Why programs stall after the plan is signed, how a PMO becomes a steering function instead of a reporting layer, and what decides a restructuring once the measure list is done.
Curated
Deep Dives
The long-form flagship pieces: market analyses and theses with data and practice, across all categories.
Perform to Transform: the Dual Rebuild for Europe's Chemical Industry
Raise performance to reposition – simultaneously: how ChangeMaker turns the nine best practices of top-quartile transformations into lived experiences.
Operational Value Creation in the Private-Equity Portfolio: the TRS Effect
Why the next euro of PE return comes from the operating business, not the term sheet: the value-lever shift, the operations bottleneck, and the TRS effect.
Transformation & Impact
View allPrograms don't stall at the plan – they stall at execution. How measures land and show up as measurable impact.
OKR in Transformation: Objectives and Key Results That Actually Land
What OKRs are, what separates good objectives and key results from bad ones, and why OKRs rarely fail on coordination but on concerns and competencies.
Business Transformation: How It Succeeds, and Where It Actually Fails
What business transformation is, how it differs from restructuring and change management, and the five phases it moves through, plus what decides success.
Measuring Transformation Impact: How to Track What Your Initiatives Actually Deliver
Impact tracking isn't ticking off to-dos. It's proving the effect is real and attributable, and how to follow a measure from idea to bankable P&L impact.
Methodology & PMO
View allFrom reporting layer to steering function: the methodology, the maturity levels, and the step away from Excel.
The Kickoff in 7 Steps: The Meeting That Decides Mobilization
A kickoff meeting in 7 steps, from welcome to close. Why a kickoff rarely fails on its agenda but on concerns, and how decisions become trackable actions.
AI in Project Portfolio Management: Where It Earns Its Keep, and Where the Hype Misleads
Where artificial intelligence creates real value in project portfolio management – insights, risk, action proposals – and why built-in beats bolted-on AI.
Effective Project Portfolio Governance: A Model That Steers Instead of Smothers
What portfolio governance looks like when it creates speed instead of bureaucracy: clear roles, committees, maturity levels, and live data over reporting.
PPM vs. PM: The Difference Between Project Portfolio and Project Management
Project management delivers a single project. Project portfolio management steers the whole portfolio toward impact. That is why PPM is not task tracking.
Project Management Phases: The 4 Phases – and Where Impact Is Actually Won
The four project phases – idea, planning, execution, and closing – explained clearly, plus why roughly 90 percent of a project's duration sits in execution.
Project Prioritization: A Guide for PMOs
How PMOs prioritize projects cleanly: common methods and their limits, WSJF and Cost of Delay, and the shift from gut feel to P&L impact and feasibility.
Project Management Office (PMO): Functions, Advantages, and the One Thing That Decides Impact
What a PMO actually does, the advantages it delivers, and when it pays off – plus the decisive difference between an administrative PMO and an impact PMO.
PMO Maturity: Model, Levels and Practice
How mature is your PMO, really? A clear look at the established maturity frameworks, a 6-level model with a 3C overlay, and when the next leap pays off.
Restructuring & Special Situations
View allSpecial situations reward early, decisive execution. The windows for action, the instruments, and what decides the outcome in the end.
AI in Restructuring: Where Artificial Intelligence Actually Helps, and Where It Does Not
What AI can do in a restructuring, from early risk warnings to action proposals, and where its limits lie. An honest assessment built around ChangeMaker®.
Bank Reporting in Restructuring: Requirements, Components, and the System Behind It
What banks expect from reporting in a restructuring: liquidity, covenants, and measure status, and where Excel fails: proven maturity and live data.
Chief Restructuring Officer (CRO): Mandate, Duration, and the Steering System Behind It
What a Chief Restructuring Officer does, how long a mandate runs, and why CRO credibility rests on bankable measures and mobilization under crisis pressure.
Corporate Insolvency in Germany: The Three Windows Before It's Too Late
Insolvency is rarely a sudden event. See how Germany's three statutory windows – imminent illiquidity, over-indebtedness, illiquidity – decide your options.
Corporate Restructuring: How It Works, and Why Execution Decides the Outcome
What corporate restructuring is, how it differs from a turnaround, and the four phases it follows – plus what decides success: whether your people move.
IDW S6 Explained: What a German Restructuring Opinion Requires – and Where It Is Won in Execution
IDW S6 is the German standard for restructuring concepts: what it demands, the six crisis stages it distinguishes, and when a company is restructurable.
Post-Merger Integration: Why the First 100 Days Decide the Deal
Most mergers don't fail at signing. They fail in integration. A three-phase 100-day plan on the 3C method, plus a real carve-out that gained 38 points.
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