Our shareholders put us under so much pressure that we can’t invest in our future. Can you help solving this?

We want to make our organization fully sustainable, but we need some help in creating a culture for doing so.

Can you quantify what it means to be sustainable in the long run? 

We help our clients by diagnosing the main dilemmas created by the competing demands of all stakeholders, the competence of its leadership and its organizational culture. With the measurements of all three we can predict the value of your organization in the long run.

Did you know that?

Business processes into which sustainability has been completely or mostly integrated

Organizational culture is the end result of competing values fighting for preference. If one value dominates its opposite you run a risk. 

Our approach to Sustainability

1 Recognize

Quantifying the competing demands of stakeholders, the competence of its leadership and organizational culture


Diagnostics for mapping ten golden dilemmas, intercultural competence and internal organizational value clashes

2 Respect

Charting the differences as attractive dilemmas to avoid compromises and foster constructive dialogues


Our blended workshops include the usage of our tools to assess and align competing demands between stakeholders and within your organization

3 Reconcile

Establishing a common ground for win-win situations and integral effective solutions through the combination of opposites


Through our proprietory Dilemma Reconciliation Process we guaratee an innovative set of integral effective solutions

4 Realize

Supporting in implementing the resolutions by rooting systems and processes into the company’s culture in a systemic way


We support the client in the concrete implementation and rooting of the suggested reconciliations, with the support of our patented processes and tools for an optimal sustainability

Our publications in Sustainability

Discover our Dilemma Scan

the first step to diagnose and reconcile the dilemmas linked to sustainability