Architecture and routines, i.e. the organization of the enterprise, represent its organizational wisdom. The capability to develop this organization if necessary is equivalent to being able to acquire new knowledge and to get rid of the old and outdated parts, i.e. to learn. 

Learning as a prerequisite to survive on turbulent markets.

In this perspective "reorganization" and/or "restructuring" acquire a new significance in the eyes of those affected. It´s about "organizational learning"; i.e. a learning-process of higher order – learn to learn!


  • The structure mirrors the processes
  • Conflicts are resolved
  • Tasks, competences and responsibilities are clearly assigned
  • Organizational change is considered a learning process
  • The respective proceedings are mastered
  • The persons affected on the different levels identify themselves with the results

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