About Red Teaming and me

Doing the right thing

For me, the right thing has always been in the foreground: to understand how something works and then make it better than it is now. I never really wanted to be better than others, but somewhat better from the current status quo. Doing something better means to change something.

Already at a young age, I was very interested in how things work. My clock radio at the time - what happens when you bypass the fuse? My first computer - can't you change the data in ROM somehow? My first internet - how do I get the computer to talk to the BBBox in Australia?

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

I am curious

To question, scrutinize, or understand how and why something works require the will to do so. It needs a decision. The decision for something new is always made in the comfort zone. And it always refers to leaving it. I like to do that. I corner with it. Over and over again. But I like doing it. You can also say it briefly with: I am curious.

My curiosity is driven by the desire to do something better. Not just different but more meaningful. And I have noticed that many people would like to do that. But sometimes it is not so easy.

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

Where decisions are made

Decisions are often made at other levels. The larger a company is, the further the path from the decision made to the executor. The CEO of a large corporation is a long way from the executing employee at the grassroots level. Usually, these employees know what can and cannot be done, how customers react, what is feasible, and what is not.

However, decisions are not left to them, be it out of power, conviction, ignorance, or simply because it has always been done this way. Group thinking is the enemy of progress. We have ever done it this way, never touch a running system; the probability of failure is low; these are the 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 would have happened 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 base employees? If liberal structures had been used for the decisions instead of group thinking?

I am convinced that companies that still operate according to old procedures will disappear from the market in the coming years. Companies that think in liberal structures, let employees participate in decisions, continuously question themselves critically will survive. Better decisions require contrary thinking.

Rigid structures restrict

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

They have learned that decisions do not get better when the central command makes them. It was painful to realize that information was available but evaluated differently. With my radio alarm clock, I also had the knowledge that no one should experiment with the fuse. I can still feel the subsequent electric shock today. In companies, I notice that many employees have good ideas 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 Teaming uses several methods that can be used everywhere and by everyone. With the Red Teaming 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.

The promotion of better decisions through the use of Red Teaming/liberal structures among decision-makers in companies. 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 Teaming. A different perspective and new methods cannot be learned from books alone, but mostly from practice. Thus, education is vital to recognize the approach's added value and what currently needs to be improved.

Groupthink is the biggest enemy here. This 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 this way" or "we're world market leaders anyway" are signs of such group thinking.

Impulse lectures or webinars offer an excellent approach to create awareness. Training provides a basis for understanding how to use the right tools. Not every method is always the right one. Also, not all methods need to be entirely applied to a problem. The correct dosage is required in order to avoid wasting time and budget. This would achieve precisely the opposite.

If you already have ideas for new implementations, you may want to have them rechecked. You already know the answers. I bring the appropriate questions to me. With the right 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, and you will also save costs because you involve your employees instead of outsourcing the thinking to external companies.

Your added value

It is no surprise that most consulting firms have incentives to offer a single solution for all solutions. But if it were that simple, wouldn't you already do 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 improve performance and achieve the results you and your customers want.

Red Teaming 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. This enables them to develop themselves and achieve business results faster.

The Red Teaming approach enables people to deal with complicated or challenging situations in a way that is aligned with business strategy. The method also helps to improve performance with the right technology decisions. It also ensures that you have the right tools to build a results-oriented, value-driven culture with a clear purpose and accountability.

I don't do anything off the shelf. I've never done that before. And I'm not going to prescribe just one method to get things right. I know that doesn't work.

Instead, I will work with you, and we will explore your concrete situation together to develop a holistic view. I work with your people at all levels to identify and uncover the challenges your organization is facing. Only in this way can real change begin.

Red Teaming hilft Ihnen, sich anzupassen und zu beschleunigen. Damit kann dann das erforderliche Fähigkeitsniveau aufrecht erhalten werden und eine Kultur der kontinuierlichen Verbesserung entstehen. So kann es mit Ihrem Unternehmen, Ihren Mitarbeitern und Ihren Kunden helfen zu wachsen.

If you want to dive deeper into my world, you will find more details under these links

Contact

André Daus Red Teaming
Lokomotivstr. 28
50733 Koeln

T: +49 (221) 16 53 18-0
kontakt@andredaus.com

Are you interested in working together?

Are you facing a big challenge, or do you want to learn more details about Red Teaming and how it can help you? Let us talk about it without obligation. Pick a date. I look forward to the exchange.

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