About André Daus

My Story

Why I do what I do

Doing the right thing.

For me, doing the right thing has always been about understanding how something works and then doing it better than it currently is. I've never really been about being better than others, but better from the current status quo. Doing something better means changing something.

Even when I was young, I spent a lot of time thinking about how things work:

  • My radio alarm clock at the time - what happens when you bypass the fuse?
  • My first computer - isn't it possible to change the data in ROM somehow?
  • My first internet - how do I get the computer to talk to the BBBox in Australia?

When someone told me it wouldn't work, I was all the more interested. Freely after the motto: "Everybody said it wouldn't work. Then someone who didn't know that came along and just did it."

I am curious

Questioning, challenging, or understanding how and why something works take willpower. It takes a decision. The decision to do something new happens always in the comfort zone. And it always refers to leaving it. I like to do that. I get into trouble with it. Again and again. But I want to do it. You can also say it briefly: I am curious.

My curiosity is driven by wanting to do something better. Not just different, but more meaningful. And I have found that many people would like to do that. Sometimes, though, it's not that easy.

For over 25 years, I have encountered this phenomenon over and over again. Ideas were heard and found to be good. In the end, however, they were hardly ever implemented. Depending on whom you ask and how the result can be positive or negative.

Where decisions are made

Decisions are often made at other levels. The larger a company is, the further the path is from the decision made to the person executing it. The CEO of a large corporation is far away from the executing employee at the grassroots level. Yet these employees usually know what works and what doesn't, how customers react, what is feasible and what is not.

But decisions are not left to them. Either because of power, conviction, ignorance, or simply because it has always been done that way. Groupthink is the enemy of progress: "We've always done it that way," "never touch a running system," "the probability of failure is low," or similar excuses. The result is dissatisfied customers, stressed employees, problems with the press, and, last but not least, the end of the business.

There are many examples of this: Nokia, Kodak, Schlecker, etc., what if the decisions that led to this had been made differently? If one had paid attention to the little things that were seen among the grassroots employees? If, instead of groupthink, liberal structures had been used to make the decisions?

I am convinced that companies that still operate according to the old ways will disappear from the market in the next few years. The companies that will be fit for the future and survive will be those that think in liberal structures, allow employees to participate in decisions, and constantly question themselves critically. Better decisions need contrarian thinking.

Rigid structures restrict

Where will we end up if we always accept what others tell us to do? How good are decisions if they are made far from the grassroots? In my search for a solution to this, I came across a methodology that the US military describes as Red Teaming.

There, it was learned that decisions do not get better when the central command makes them. One had to realize that information was available but was evaluated differently painfully. I had with my radio alarm clock and the knowledge that one does not experiment with the fuse. I still feel the subsequent electric shock for it today. Many employees have good ideas in companies but are not always allowed to implement them because they are evaluated differently.

Today, liberal thinking helps break out of these structures: promoting liberal thinking in companies and society. Red Team Thinking uses a set of methods that can be applied anywhere and by anyone. With the Red Team Thinking approach, I provide the necessary tools. Small and large companies benefit from the use of liberal structures. The only requirement is a look ahead, a development into the future, and the will to make better decisions.

In essence, to promote better decisions through contrarian thinking/liberal structures among corporate. Or, in short: contrarian/liberal thinking for better decisions.

My mission

In addition to explanations in the form of training and education, I offer coaching on the use of Red Team Thinking. A different perspective and new methods cannot be learned purely from books, but especially from practice. For this, education is vital to recognize what added value the approach offers and what is currently in need of improvement.

Groupthink is the biggest enemy here. That is because it prevents an external view of the company or its own decisions. Sometimes it only takes an impulse to recognize this. Statements such as "we've always done it that way" or "we're the world market leader anyway" are signs of such groupthink.

Impulse presentations or webinars offer a promising approach here to create awareness. Pieces of Training provide a basis for understanding how to use the right tools. Not every method is always the right fit. Nor do all methods always need to be fully applied to a problem. The correct dosage is necessary to avoid wasting time and budget. That would achieve precisely the opposite.

If ideas for new implementations are already available, you may want to have them tested again. You already know the answers. I'll bring the right questions to the table. With the proper sparring, you can use the information you already have in your company. In the end, you will have better decisions because they are made on a much broader basis, implemented in a much shorter time. After all, you don't have to establish new thinking first. You also save costs because you involve your employees instead of outsourcing the thinking to external companies.


It's no surprise that most consulting firms have incentives to offer one-size-fits-all solutions to all problems. But if it were that easy, wouldn't you already be doing it? Off-the-shelf models don't work and, simply put, 08/15 won't get you anywhere. Your business is unique, and so should be the solutions that enable you to drive performance and achieve the results you want for yourself and your customers.

Red Team Thinking offers a customized modular approach to team performance and change that supports organizations of all sizes. I equip individuals and teams with the mindset, methods, and tools they need to improve continuously. That enables them to develop themselves and achieve business results faster.

This unconventional approach enables people to deal with complex or challenging situations in a way that aligns with business strategy. The method also helps improve performance with the right technology choices. And it further equips you with the right tools to build a results-oriented, value-driven culture with clear purpose and accountability.

I don't do anything off the shelf. I've never done that before. Nor will I prescribe just the one method to fix everything. I know that doesn't work.

Instead, I work with you to explore your specific situation together to develop a holistic view. I work collaboratively with your people at all levels to identify and uncover the challenges facing your organization. That is the only way real change can begin.

The results are improvements you can see not months down the road but usually within days. Many clients are surprised at how many "aha" moments they have in the first few days.

Thinking out of the box helps you adapt and accelerate. That can then maintain the required capability level and create a culture of continuous improvement. So it can help grow with your business, your people, and your customers.



If you want to dive deeper into my world, you can find more details in the following links.