By no means the least of the factors underlying the quality of your business is in the fine tuning of your structures. If everyone is to perform at their best where it is needed, reliable observations have top priority. As a rule, artificial situations and standardised testing produce an artificial and misleading picture. Our out-of-the-ordinary everyday simulations, on the other hand, ensure you reach realistic conclusions on the evaluation and optimisation of existing capabilities and potential.



  • We leave classical aptitude testing with standardised 0815 testing to our competitors. Whether in their management audits, assessments or capabilities analysis, they provide you with one thing above all else: the self-assessment of candidates as regards defined "characteristics" or "capabilities".
    Reaching conclusions from these on specific behaviour in future work scenarios seems too risky.
  • There are two sources of error in the traditional methods:
    1. The result of a test system is only as good as the self-evaluation of the test subject. The greater the blind spots in the test subject’s self-assessment, the "more false" the test result.
    2. Measuring characteristics such as "extroversion" involves completely unsafe assumptions in order to arrive at an evaluation (e.g. the assumption that a salesperson must be an extrovert).
  • Our clients want to know precisely how candidates will behave in future critical situations where success is at stake in this special business and in this specific post.
    We focus our efforts on exactly this requirement when we explore and simulate these critical incidents, as we do in training.
    In this way, our clients can see and judge for themselves how candidates actually behave in these critical situations.
  • In capabilities analysis, participants undergoing evaluation sit for a day in their (fictional) office, working for a business that could be theirs, and that morning find a laptop with up to 100 new e-mails that they must respond to. These include strategic draft orders, operating instructions, important and unimportant information, calls for decisions, information on disputes, forthcoming deadlines etc. In their appointments diary, there are typical appointments, which then actually take place in simulation through the course of the day. Complaints procedures with customers, conflict resolution meetings with employees, presentations to the board, interviews about responsibilities and resources, initial meetings with customers and suppliers, arbitrating between colleagues with conflicting requests etc.
  • In this way, the prospective leader’s conduct in realistic situations can be observed and its effects can be assessed. Because observing actual behaviour in real situations provides the most valid outcomes. We call this "Real Business Simulation".



  • Critical Incident methodology in simulated environments
  • Assured independent evaluation instead of pure self-evaluation testing
  • Individual selection decisions for larger development projects
  • A special "team diagnosis" tool
  • A special "business culture diagnosis" tool