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How I Ensure an Optimal Workout

If you want to work out any of the following with your top management team (or something else that I didn't think of), we should talk:

  • Review / Creation of your organization's Vision and/or Mission and/or Core Values
  • Big Audacious Goals (B.A.G.) that take your organization to the next level if achieved
  • Innovative New Ways of Working across the Organization
  • Approach how to achieve or better exceed next year's targets with your team
  • Shifting aspects of the corporate culture (e.g. related to digital transformation)

What's unique about working with me as a facilitator:

  • I am quick at getting contexts of my clients due to my broad background both as senior executive and over 20 years as executive coach having worked with hundreds of C-Suite people
  • I blend some team coaching 'tools' into facilitated workshops as they benefit the facilitation in a number of different ways
  • I spend significant time in preparation to ensure we design the workshop in a way that makes it most likely to achieve the intended outcomes

Want to know more? Hit the 'Get in Touch' button and let's talk.

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"Unexpected Drivers for Business Success"


By Charlie Lang, CEO Coach (1:1/Teams)

Digital Transformation

The management guru Peter Drucker believed that “Success is doing a lot of small things right.” The ‘inventor’ of modern management didn’t believe that there is a silver bullet to business success, he knew that many factors can support or derail business success.

Drivers of Business Success

So let’s step back and review what it really takes. Essentially it boils down to effectively executing a strategy that is likely to achieve success. 

In recent years researchers found overwhelming evidence that the EXECUTION of the strategy is a lot more critical than the strategy itself.

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"Culture Eats Strategy for Breakfast - Really?"

By Charlie Lang, CEO Coach (1:1/Teams)

Culture Eats Strategy for Breakfast

10-15 years ago, this statement attributed to Peter Drucker would have been clearly refuted by a majority of management consultants of the McKinsey or BCG variety. They would have insisted that a brilliant strategy is what counts and would have dismissed culture as a soft factor that can not be measured and therefore can't count for too much.

Times have changed. Today most serious strategy consultants admit the important role of corporate culture when it comes to strategy execution.

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