Fact Sheets



Knowledge - an instrument of communication

Applied knowledge empowers decision-makers! Knowledge as an “intellectual capital” in a company is the core resource for all operational actions in the process. It is about the application and alignment of knowledge through updating, selection, and continuous revision. We have been managing knowledge for many years and have the experience and expertise to get you started in an organized manner.

Consistent knowledge management and periodic intellectual capital statements form the value-added resource for every organization. While knowledge management manages the resource at the operational level, the intellectual capital statement focuses on the strategic perspective in relation to the current value creation, the potential for success, and the future growth of the company.

Personnel costs and, accordingly, personnel productivity play an important role in many companies. At the same time, especially in medium-sized companies, the organization and thus all communication channels are geared towards the managing director, and often also the company owner. In the reality of self-assertion on the market, this is understandable and often makes sense in small units.

The entrepreneur is the main performer there, as he represents his company the most. On the other hand, the market is increasingly being determined by agile organizations. Some of these are large corporations that have regained their agility through reforms, and some are new companies that follow an efficient and project-related strategy right from the start.

The people-oriented advisory can make a difference here! It is important to re-correlate the company-specific requirements with the market and, in particular, to increase labor productivity. This is achieved in human resources management by setting up project-related performance teams. In these small groups, technical synergy is created across departments on the one hand while, the team is optimized in terms of its communicative and social interaction on the other, simultaneously.

This is best done through professional personnel diagnostics. In these objectified test procedures, the team productivity, the performance potential of each team member, and, in addition, the emotional intelligence in the interaction is measured. The advisor then links the entrepreneur’s objectives with the test results of the personnel diagnostics into a functioning overall system.

The additional output without cost growth lies in the exhaustion of the labor productivity of the staff. Statistically, the labor productivity of employees in the DACH area is around 70%, based on the implementation of the job description. Experience has shown that an increase of 10% can be implemented in a quarter – provided that the managers and/or owners of medium-sized companies come to a new assessment of the value of the productive factor that human work represents.

The “value of knowing and capable individuals in performance teams” is much higher and can be activated faster than all the effects of digitization and transformation are able to do.

If a decision-maker wants to align his organization quickly and cost-effectively, recognize blind spots in his own company and assert his personnel-related advantages on the market, then it is necessary to define performance teams that control the entire process of value creation internally, develop it further and adapt to the requirements of digitization and transformation of the current time.

It is then crucial that the decision-maker always have the right people, characters, and skills in the right place. Advisory and personnel diagnostics can also make the selection and recruiting process plannable here. In this way, the entrepreneur almost automatically regains a head start in terms of time when it comes to making decisions about the quality of his processes.

newcom.advisory is the personal, strategic and innovative partner for leadership excellence when it comes to helping entrepreneurs to achieve higher work productivity and to control all processes in result-oriented work by the means of leadership mentoring and personnel diagnostics.

10 Altercation or Friction theses that urgently need reform or restoration:

  1. Since the 1990s, leadership in management works, but to a limited extent.
  2. The speed of R&D, market research, market penetration, and innovation is also moderate.
  3. New definitions of leadership, performance, and control are urgently required in multifunctional markets.
  4. The upheavals in society, politics, and the economy require new value systems for orientation.
  5. The biggest hurdle to ensuring quality is time or in other words, productivity issues. A new thought process is required when it comes to the proper usage of time.
  6. Leadership only succeeds when it can unite technical understanding and intrinsic motivation to participate in change-related processes.
  7. Disagreements and disputes causing friction are in every organization – managers should be trained to establish new standards and guide employees to act with appropriateness in the required situation.
  8. Quality of life at work is becoming a high requirement for managers who are supposed to impart new skills and abilities – mentoring is becoming a managerial task.
  9. Results-oriented work will go beyond other work approaches. This must be moderated and enforced.
  10. The transformation demands the evaluation of the routines of professional, social, and communicative learning and needs a constant redesign through a new understanding of leadership.

The data from the current financial year shows the challenges that board members and managing directors are facing. As a decision-maker, it is now important to proceed pragmatically with focus.

The sought-after quality is now “THINKING AND ACTING TOGETHER”! The top-down approach to action is to immediately implement a standard for reviewing achievements and correcting failures and planning for the immediate future that is next week or next month’s outcome!

As the leader of a management team, it is important for you that the members of your task force work together, everyone assumes responsibility, operational opportunities are sought, found and implemented, and internal disputes and conflicts, in particular, are identified at an early stage, weakened and then dealt with.


To do this, you absolutely need a performance-related structure in your management teams, with an outside professional (K|H Senior Advisor preferred) developing and controlling team productivity and rectifying disruptions. Through this intervention and collaboration, the organization improves from within, communication becomes clearer and human cohesion is strengthened.

More complex projects can then be processed successfully up to at least 80%, and the number of projects started can be optimized by up to 50%. The employees remain motivated, and the time output per employee increases as well as the efficiency per employee. The necessary acceleration and control of all processes becomes easier and more transparent and the control of conflict situations and/or aggressive competitiveness in the market becomes normal in a complex environment of change!

Through coaching and mentoring for management teams as well as an advisory for the absolute decision-makers, the above-mentioned target image of a performance-related structural development can be created in every company quickly, inexpensively, and with direct, positive effects on the cost and earnings situation.

Your change management to shape the transformation, while disruptive forces are simply changing everything on the market, requires replacing the disruptive energy itself, which is used in a disciplined and intelligent manner to leverage potential that is lying dormant in innovation, quality or acceleration.

We are at your disposal when you need us instantaneously. And we are focused on providing you prompt service with extra engagements. We are happy to make available our 30 core competencies in advisory, mentoring, and business coaching. With more than 30 years of experience across the industries, in the DACH sector, and also with American, Arabic, and Russian clients, we understand a lot about cultural change, different speeds, and intercultural communication. In addition, we have also been active as master trainers in personnel diagnostics for more than 3 decades and have experience in group and individual optimization like hardly anyone else in Europe. We work humanely for and with people, so we are familiar with all kinds of misunderstandings – we settle conflicts in speed conflict management, which is effective, fast, and inexpensive.


In contrast to the pessimism of all those interest groups who want to leave the status quo untouched, globalization in particular guarantees the economic survival of the export-oriented countries of Europe, North America and East Asia, since the domestic markets are saturated.

The opportunity that can lie in the transfer of knowledge and the exchange of services should be made visible  for the clients. Many companies in Europe have not yet built up international networks, and cultural differences still prevent parts of the respective value chain from being relocated. This is happening despite the fact that there are many practical examples of how such a process can be beneficial to all involved.

I am happy to be at your disposal with our network when it comes to establishing international connections and making your company, your portfolio and your special product qualities accessible to a larger, in the best case global public.

With modern communication, the use of updated media technology, the establishment of local representative offices, the organization of international events and the procurement of international funding for your expansion into a rapidly changing global economy, we can support you and work with you to ensure that you are positioned as our client in a sustainable and marketable way.

Globalization means the “processes as a result of which the nation states and their sovereignty are undermined and connected across by transnational actors in their market opportunities, orientations, identities and networks”, as the Munich sociologist Ulrich Beck describes it.

This description may sound complicated, but it has the advantage that the essential characteristics are mentioned in one sentence: networks, new orientations, the market and transnational actors.

Now it’s about making the “right decisions” for maintaining your company’s value, position and securing the future of your material and non-material assets. You are looking for ideas for implementation that you can classify and represent based on your competence. You are already using the resources you think are possible to optimize strategies and processes.

If you ask me, you need personal goals that are defined so precisely that they are relevant to your success through efficient result-oriented planning. The effectiveness is measured exclusively by the consequences that occur. These should be stabilized immediately and followed-up upon at least for the next 3 – 6 months. With the experience of maintaining a disciplined approach on achieving set targets we can make a further assessment on where the chances lie following the 7-12 months.

You’ll notice that the relevance increases as the time horizon shortens. This applies to you and also to your organization. This organically depicts what a person considers in the singular, can achieve with common sense and using their skills and experience.

If you replace the term “uncertainty” with “curiosity” and understand “management” as “development”, then you as a decision-maker are entitled and obliged to channel the forces of disruption through your organization. The benchmarks here are the specification of the real actions, the enforcement of the overall processes in projects, the shortening of the correction cycles, the enforcement of the claim for completeness and the measurement of the use of time efficiently. Result-related work is the decisive quality for anyone who wants to seize the opportunities of this moment.

Acting confidently in communicating with everyone around you creates interaction and further understanding. The resulting flow of synergies is to be mapped as a task in performance teams. These teams are not hierarchical, but responsible for results, linked in their actions.

Tackle big challenges in steps that work for you. My experiences over the past 30 years have always involved the personalities who shape the actions of companies and institutions.

Thus personality = mind, intellect and emotional intelligence = professionalization through inner management = self-awareness = understanding of strategy = operational success in timely steps = sustainable competitiveness.


LTM is my personally developed method of senior advisory for stakeholders and decision makers. It is developed over a period of more than 30 years of experience and working intensively with C-level officers and various experts who integrated combining their knowledge and experience.

I have worked with top managers from large international companies, institutions such as associations and many individuals who have achieved extraordinary success in their chosen fields and segments.

It is necessary to accept that time is changing very rapidly today. Digitization, acceleration of knowledge in all areas of the economy and social affairs are the base of a public transformation process, which requires a new-way of thinking and high-quality decision making. In addition, considering the global competition, this should be brought to the effect immediately.

I facilitate my expertise in personnel diagnostics, performance psychology, economics and finally professional and intercultural communication skills to solve problems and offer individual solutions for important and urgent tasks and questions, considering the diverse and ambiguous times around the world.

My network is a group of internationally recognized experts who can collectively build a team of conceptionists, interim managers and opinion leaders and work as a trusted task force, coordinated and led by me and my partners.

Don’t hesitate to contact me for a pre-briefing or to get on a conference call with me to ask what’s on your behalf – I think you’ll be surprised how efficiently LTM can transform your leadership skills for any particular business case, to reestablish your organizational structure on an efficient level with “state of the art” quality.

I can imagine that this path to business excellence is relevant for all future-oriented tasks and responsible managers who are always people-oriented in order to enable and create good solutions.

Updated Knowledge

In every company which is based on theoretical and practical know-how, updating knowledge is a necessary and very important process in all expertise and management areas. Knowledge receives value of its own when updated in the digitized world.

Selected Knowledge

The high-quality knowledge management involves searching and finding the information continuously that is relevant to the corporate goal from the ocean of data. The goal is to establish a standard process in all areas.

Applicated Knowledge

In all areas, the application of knowledge at the operational and strategic level must be ensured. To achieve this, entrepreneurs need a road map that enables them to carry out deployment, impact and check the valid status. Here, consistency and effectiveness leads to creating USPs.


Secured Knowledge

Knowledge management only becomes a usable capital resource in a company through documentation, digital storage and authorized access by the performance teams. Value creation becomes real with accelerating and updating.