Feedback you no longer get anywhere else: clear, direct, respectful. But not embellished.
Participant feedback
Voices from all three programmes: from managing directors and professionals of the AI Business Manager to the board members on the C-level jury.
Participants of all three programmes in their own words. Videos in German.
Leaders and professionals who have completed the foundation.
“At the first lecture I thought: this won’t work. Today I do more than half of my work with AI.”
“Over 12 weeks you implement the topics step by step. That is exactly what makes the difference.”
“The combination of AI tools and personal development was unique.”
“AI becomes powerful when it creates real business value.”
“The AI Business Manager is a brainwash with a new sparring partner.”
“For a long time I couldn’t picture how to implement AI in a mid-sized company. Now I have a clear understanding.”
Feedback you no longer get anywhere else: clear, direct, respectful. But not embellished.
Leaders at management and C-level who have completed the leadership programmes.
“The biggest difference wasn’t the knowledge, but the responsibility: going out, understanding customers, convincing them. Even when it gets uncomfortable.”
“Enthusiasm doesn’t come from numbers alone, but from a change of perspective, clear decisions and honest feedback.”
“The biggest gain was the confidence to pitch ideas clearly: strategically, understandably and with real impact on the audience.”
“The biggest value was the practical relevance: going out and learning things that are in no textbook.”
“The decisive learning moment was: transformation cannot be ordered. You have to win people over.”
“New leadership means: reduce complexity and create impact.”
Board members and managing directors you present to.
“At C-level, applause doesn’t help. What moves you forward is honest feedback from people who know responsibility. As CFO and supervisory board member I learned to make decisions under pressure. That is exactly the experience that counts here.”
“AI is not decided by tools, but by clarity at board level. As CIO I am responsible for IT, digitalisation and implementation. That is exactly the perspective I bring here.”
“At C-level it is not about potential, but about fit. As an executive search partner I have seen over decades which decisions hold and which careers fail because of them.”
“Strategy only becomes real when it works in the market. As a managing director with P&L responsibility I know that good decisions have to show impact: with customers, employees and in the results.”
“Leadership means enduring contradictions. As CEO of a traditional company in digital transformation I know that the future does not come from tools, but from clear decisions between preserving and renewing.”
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